UCOL ANNUAL REPORT Report 2015.pdf · 2016-09-29 · 2 UCOL Annual Report 2015 This year was a positive and constructive year for UCOL that saw consolidation of some major changes

UCOL ANNUAL REPORTTe Pūrongo-Ā-Tau

Meet our graduates

ryan serranoPostgraduate Diploma in Computer Graphic Design

International student Ryan Serrano came to Whanganui UCOL with a qualification and industry experience, but he knew he needed more practical skills in order to reach his goal of working in the design and production industry.

Originally from the Philippines, Ryan completed a Bachelor in Fine Arts (Advertising Arts) at the University of Santo Tomas, which was then followed by four years working in Post Production/Visual Effects, Game Design and Toy Design/Sculpting.

“My industry experience just confirmed what I already knew - that I wanted build on skill base and experience overseas industry,” say Ryan. “I have always been a fan of Weta Workshop’s films and dreamed of one day moving to Middle-earth.”

Enrolling in the Postgraduate Diploma in Computer Graphic Design at Whanganui UCOL enabled Ryan to apply for a Level 8 Student Visa, which allows international students to bring their partner to New Zealand.

“My partner coming with me to New Zealand and having their support as well as UCOL’s was important,” says Ryan.

The flexible and unique teaching style at Whanganui UCOL was an eye-opening experience for Ryan. He was taught by industry experienced and award winning lecturers from all over the world who encouraged independent thinking and creativity.

“After my work experience I had basic skills but UCOL encouraged me to prepare to enter industry by showcasing my skills and presenting a professional portfolio so employers were able to see my ability and potential.”

Soon to graduate, Ryan has already secured employment in a coveted role at New Zealand’s multi-award winning design and effects facility Weta Workshop, which receives thousands of portfolios annually from prospective employees. Ryan’s new role involves 3D sculpting digital models for props and collectibles.

“The same technology that is used at Weta is what I have been taught at Whanganui UCOL. I believe that this experience, and the guidance of my lecturers at the Whanganui School of Design gave me the edge I needed to secure my dream job.”

Ryan’s advice for others wanting to get ahead in the industry is to work hard, keep practicing and to never give up on your dreams.

1UCOL Annual Report 2015 1UCOL Annual Report 2015

ALL ABOUT UCOLWelcome

Our Strategic Story

Council & Staff Awards

About UCOL

The Team of 2015

Student Services Levy Disclosure

OUR SCORECARDOur Students

Our Staff

Educational Performance Indicators

THE NUMBERS Statement of Responsibility

Independent Auditors Report

Statement of Accounting Policies

Statement of Comprehensive Income

Statement of Changes in Equity

Balance Sheet

Cash Flow Statement

Notes to the Financial Statements

OUR CAPABILITIES Equal Education Opportunities

Equal Employment Opportunities

Statement of Research

Research Statements

Research Outputs

22

4

15

16

22

23

2526

28

30

33 34

35

36

44

45

46

47

48

71 72

74

76

77

80

2 UCOL Annual Report 2015

This year was a positive and constructive year for UCOL that saw consolidation of some major changes. In particular, we welcomed Leeza Boyce as Chief Executive on 1 January 2015. Leeza picked up the baton from Paul McElroy who retired at the end of 2014 after 23 years at UCOL, including 20 years as Chief Executive.

We are confident that UCOL will benefit from Leeza’s comprehensive knowledge of the tertiary and vocational education sectors, and the solid experience she brings to the role. Her experience in the international education arena will be particularly helpful as we seek to add to our diverse international student cohort. In February, Council and senior management charted a new direction for UCOL through the ‘Strategic Story 2015-2018’, an overarching and visionary concept that embraces the whole institute. More details on this, and the many exciting initiatives that underpin it, are provided in this Annual Report.

A significant task in 2015 was to review and revamp the way we responded to our stakeholders; our students and their families, our businesses and employers and the other communities we serve. We developed a new partnership model and refreshed a significant number of our programmes for 2016 to make them appealing and relevant to our students seeking a pathway into their chosen career.

We continued to strengthen our relationships with the many iwi across our region. There were two significant Treaty settlements reached in our region during 2015, the Whanganui River settlement and with Rangitaane in the Manawatū. UCOL acknowledges and celebrates with iwi these milestones and commits our ongoing support as the region’s leading vocational training provider to helping all our iwi achieve their educational goals.

Council took the time to understand major new health and safety obligations which apply from April 2016. We toured each campus to understand first-hand UCOL’s health and safety environment. This was a topical subject, as intense rain led to a 150+ year flood event and temporary closure of the Whanganui campus on 22 June 2015 and some flood damage to two of our buildings. We acknowledge the commitment of Manawatū-Whanganui Civil Defence and the Whanganui District Council to the clean up and restoration work. Their efforts along with our own staff’s hard work kept disruption of our students’ learning to a minimum.

During the year we farewelled Dr Sue Walbran from Council after four years committed service and welcomed Ms Leonie Hapeta and Ms Verne Atmore as new members on Council. Dr Tom Prebble was reappointed for a second term.

Council is grateful for UCOL’s excellent teaching and support staff, and our strong capable leadership team. These served us well in 2015 and will do so in the years to come, where different opportunities and challenges wait.

TENA KOUTOU KATOA, WELCOME

Malcolm Inglis, BCA BSc (Hons) Chair of the UCOL Council

3UCOL Annual Report 2015

2015 reflects a successful and significant year for our Institute, when UCOL started to move in a new direction. We had a record number of international students, an increase in the number of students who successfully completed their courses and, importantly, improved financial stability following confirmation of funding for our 2015-2017 Investment Plan from the Tertiary Education Commission at the end of 2014. This provided us with the certainty to proceed with our formal transition and embed our new structure.

A significant aspect of this transition was the development of the new ‘Strategic Story 2015 – 2018’, which addresses government Tertiary Education Strategy priorities and provides an inspiring new vision and new mission for UCOL as a whole. We recognise that we have some work to do in order to achieve our objective of becoming a high performing Tertiary Education Institute across all of our operations and commit to continuous improvement in 2016.

More specifically, government priorities to engage people under the age of 25 in tertiary study, are part of our focus. 60.9% percent of learners at UCOL were under the age of 25 in 2015, and our Trades Academy and Youth Guarantee programmes are among the biggest and most successful in the country. Indicative 2015 results show Youth Guarantee student course completions are 8% above the sector median and third highest in New Zealand.

We have significant numbers of Māori learners at UCOL, more than the regional population percentage. We have a new collaborative approach with iwi, the community and industry to introduce trades training options which will roll out from 2016. Rourou Aronui, our Māori Education Strategy, combines a cohesive approach to our cultural practices and kaupapa. Our Te Atakura teaching and learning initiative continues to strengthen our practices, and our staff and students are seeing the benefits. In 2015, course completion rates for our tauira Māori rose by 6.2% to 70.9%, and for our Pasifika learners rose by 2.2% to 76.2%.

A key component to participating in tertiary education is lifting literacy and numeracy levels across our regions. We are committed to identifying the literacy and numeracy support needs of our students particularly those enrolled in our Certificate level programmes.

Having a diverse student population is important to us, and combined with the above we have students from 74 different nationalities studying at UCOL. We are passionate about the benefits of internationalisation and a strong focus of 2016 will be the development of the international market and the implementation of a number of new initiatives.

To achieve all this requires the commitment and engagement of our staff. We are fortunate to have talented, dedicated people who are supported by a strong Senior Management Team and Council. Thank you to my colleagues who I have the privilege to work alongside. Thank you also to our Council who provides governance which enables us to make a difference in the lives of 3,953 students each year.

Leeza Boyce, B.Bus GradDipFET M.Ed Chief Executive

Ko te pae tawhiti whaia kia tata, ko te pae tata whakamaua kia tina. Reach for distant horizons and draw near to them, those you have reached hold them dearly for they are yours.

E ngā mana, e ngā reo, e ngā punga maha o Te Pae Mātauranga ki te Ao tēnei te mihi matakuikui ki a koutou, tēnā koutou katoa. Tēnei te purongo-a-tau e whakamāramatia ana i ngā kōrero angitu o ngā tauira. Nā o koutou manaaki me o koutoutautoko i āhei ai ngā tauira te whakatinana i ngāmoemoea. Ka nui rā ngā mihi.

To the great powers, to the inspiring voices and the supporting stakeholders of UCOL, a very warm greeting to you all. This annual report celebrates the success of our students. Through your kind and continued support our students have thrived and flourished in meeting their dreams. Once again many thanks.


OUR STRATEGIC

STORY 2015-2018In 2015 we refined our vision, our mission, and our goals, creating an inspirational strategic

story that charts our pathway over the next four years and defines our intended outcomes.

Our strategic story builds upon the solid foundations set in place by our earlier successes of 2014 and expands them into new directions. It recognises that we provide life-changing opportunities for thousands of individuals in our role as a tertiary education institute, and that our influence stretches far beyond our campus boundaries: across the globe and into

the future. The result is an overarching vision that embraces students, businesses, and communities within an holistic culture that is focused on success.

Our Vision / O Tatou KitengaTo inspire students, businesses, and communities to succeed

This vision is supported by our mission, which focuses sharply on our students. As a provider of tertiary education, we want to help each student, domestic and international, to

develop their full potential. We are deeply committed to providing the resources and support necessary to equip our students with relevant skills and the right work ethic. These attributes

enable our students to complete their courses successfully and then play a constructive and positive role in society.

Our Mission / KaupapaDevelop great graduates who make a difference wherever

they work in the worldOur mission is founded on four goals that form the cornerstones of our strategic story.

We began work to implement these in 2015 and the following pages outline some of the initiatives taken. Together, these first steps have set us firmly on the pathway towards

fulfilment of our vision.

5UCOL Annual Report 2015 5UCOL Annual Report 2015

Our VisionO Tatou Kitenga

To inspire students, businesses, and communities to succeed

our missionkaupapa

Develop great graduates who make a difference wherever they work in the world

our goalstatou whainga

We are a high performing

tertiary education institute

Our students succeed, and Māori succeed

as Māori

We collaborate with key stakeholders to find

unique solutions and mutually beneficial

outcomes

Individuals choose UCOL as their preferred

provider of learning; UCOL grows its

international presence and reputation


98.7% revenue target achieved

78.5% course completion for all students

Low financial risk category

We are ahigh performing tertiary education institute

Photo: Students celebrate their Graduation.

UCOL Annual Report 2015


UCOL’s goals for 2016 are to be more productive, resilient and quality focussed. UCOL’s ‘whole of institution’ quality focus is about building an organisation which is driven by data collected from its stakeholders including iwi, students, staff, community, schools and industry. This is an essential component to being a high performing tertiary education partner with business enterprise and communities, anticipating opportunities for individual, regional and national growth and development. The outcome of UCOL’s quality focus is stakeholders are highly confident in the quality of UCOL’s educational outcomes. For the last three years UCOL has been working towards building its self-assessment capability in preparation for its external evaluation late in 2016 with NZQA.

Since its last evaluation in 2012 UCOL has continued to invest in a range of innovative quality initiatives including Project Transform, Raukura, Te Atakura (adapted from the work of New Zealand educator Russell Bishop and includes the implementation of the Effective Teaching Profile) and High Performing Teaching Teams (developing teacher capability). These have been well documented in past Annual Reports and have contributed, along with other changes to a 5.5% improvement in student course completions since 2012. Māori parity improved in 2015, with Māori course completions at 70.9%, up 6.2% from 2014. These are pleasing results and confirm that UCOL is on track to achieving its goal of being a high performing tertiary education institute and more specifically improving educational outcomes.

In 2016 UCOL will continue to benchmark its activities with other like sized tertiary organisations and adopt and adapt innovative teaching and learning practices from around the globe.

Building a more resilient organisation involves setting and achieving realistic student volume and revenue targets. Overall in 2015, UCOL achieved 98.7% of its revenue target and in 2016 will rely on some of its newly developed programmes to ensure 100% is attained.

UCOL has been in the low risk category of the Crown’s Financial Monitoring Framework for the past seven years. This includes a 3% operating surplus before abnormals to total income, and a modest surplus in 2015 – a year of consolidation for UCOL.

Having skilled, committed staff who are engaged in our vision is essential to being a high performing institute. Developing our staff is a priority and in 2015 we engaged Thought Leaders from the business world to address staff from all campuses at our Annual Staff Symposium which was themed ‘Connecting Teachers and Learners to the Future Workforce’. These speakers were very well received and encouraged staff to explore new dimensions in topics such as how to become a Generation Y magnet, how neuroscience informs interactions with children and young people; correlations between traditional Māori pedagogies and current neuroscientific research findings; whare tapa whā and many more. UCOL acknowledges the contribution of Ako Aotearoa, Professor Mason Durie, the Brainwave Trust, and the team at Cognition for their contribution in 2015.

UCOL continues to transform by placing responsibility with each individual student and staff member for the highest quality educational experiences, relationships and outcomes possible. Shared goals and expectations are being set high, and are clearly articulated and supported by initiatives and quality assurance processes that are transparent, nimble and outcome-focussed.

Looking forward into 2016Iwi, students, staff, community, schools and industry will benefit from our success as we improve overall quality; staff capability and our capacity to generate a surplus and re-invest in our future. In 2016 we will:

Đ Continue our journey to Category 1 status by meeting the 2016 milestones contained in UCOL’s Quality Improvement Plan;

Đ Continue to invest in staff capability through innovative initiatives such as Raukura, Te Atakura and High Performing Teaching Teams;

Đ Benchmark ourselves against other tertiary institutions – particularly polytechnics, learning from those who are “best of breed” in our industry;

Đ Stay in the low risk category of the Crown’s Financial Monitoring Framework and ensure service delivery consistently responds to meet the needs of our regional communities.


Individuals choose UCOL as their preferred provider for tertiary education

Students are at the heart of UCOL. Over the past five years there have been significant shifts in students’ expectations as consumers of learning services. Enrolments are influenced

by events at the local and international level, including employment opportunities, an increasing need for up-skilling, growing influence of Asia as a centre of economic activity,

and recognition of the benefits associated with internationalisation of education. UCOL must be tuned to these influences, through closer engagement at the policy-setting level and

ensuring the UCOL experience equips students with the skills required to be successful.

Understanding the student journey will help UCOL to build a more resilient organisation. This journey includes helping students make informed choices, and UCOL’s website is central to this. Plans began in 2015 to build a more user friendly web presence, optimised for viewing on mobile devices including laptops and smartphones

and appealing visual design. These developments will result in a better user experience and ultimately more programme enquiries and enrolments. UCOL will have increased capability to track activity and modify web content

and presentation, based on this information. The new website will position us well in domestic and international markets as well as improve our communication with stakeholders – it will be in place mid-2016.

3953 students in 2015 74 different nationalities

29.5% of UCOL students are Māori

6.1% of UCOL students are Pasifika

60.9% of students are under 25 years old



Increasingly more students are seeking the flexibility of online delivery. The aim of UCOL’s e-learning strategy is to implement and apply information technology and communication technology to enhance teaching and learning and improve educational outcomes. Access anywhere anytime is becoming increasingly important to learners, and this means we must change our approach to learning design and the way we deliver teaching and learning.

In choosing UCOL, students expect a quality education experience. UCOL continues to challenge and reflect on its practices to provide the highest quality educational experiences and outcomes possible. Our stakeholders provide continuous feedback to fuel our programme development and learning design. As well as attaining the highest possible standards of quality from an NZQA perspective, UCOL seeks to attain Category 1 status to strengthen its market position as a Tertiary Education Institution in an increasingly competitive marketplace.

Being recognised as a provider of high quality training yields its own rewards. In December 2015 UCOL became one of only five Institutes and Polytechnics to participate in an eighteen month Immigration New Zealand Pathway Study Pilot programme. Pathway student visas will allow international students to undertake a progression of up to three consecutive programmes of study with selected education providers on a single visa. They will be valid up to a maximum of five years.

In 2015 UCOL exceeded its international student targets as a result of responding more quickly and effectively to international agents and students. UCOL staff worked collaboratively to successfully deliver these improvements with quicker turnaround of information, enrolment, newsletters to agents, a new international prospectus, a pre-departure guide for students, and social media coverage. UCOL supported the Mayors of Whanganui and Palmerston North in their visit to China in September and participated in the development of International Education Strategies in both Whanganui and the Manawatu.

UCOL plans to substantially increase its international activity, introducing more programmes of interest to international students including English Language. UCOL will continue to develop its international agent network and institutional partnerships to build international student numbers over the coming years.

In choosing UCOL, students are attracted to programmes that lead to employment outcomes. The Regional Growth Study identifies tourism and visitor services, agri-business, food innovation and affordable care and lifestyle for older people as areas of potential growth. UCOL will add to its programme offerings to reflect these opportunities.

UCOL actively works with local schools to successfully transition secondary school pupils into tertiary study, particularly through Youth Guarantee and USkills Trades Academy, STAR and Taster programmes. Students study successfully in both environments during the year. For example, UCOL USkills Trades Academy students spent one day a week at UCOL and four days at school in 2015, and as a result over 250 high school students from across the central North Island gained NCEA credits through their attendance at UCOL.

UCOL Youth Guarantee student achievement rates are consistently amongst the highest in the country, ranked third highest for course completion rates. In 2015, the Awa City Clubhouse moved onto UCOL’s Whanganui campus into brand new facilities, some of which are shared with UCOL students at different times. Awa City Clubhouse is part of the Intel Computer Clubhouse Network, an international community of 100 Computer Clubhouses located in 19 countries, providing youth with life-changing opportunities for more than 20 years. The Computer Clubhouse mission is to provide a creative and safe out-of-school learning environment where young people work with adult mentors to explore their own ideas, develop new skills, and build confidence in themselves through the use of technology.

Looking forward into 2016The goal is to have both domestic and international students choose UCOL as their preferred provider. In 2016 the following initiatives are planned:

Đ Refresh our marketing strategies based on increased and updated market research and info metrics, maximising digital marketing and communications opportunities;

Đ Review and increase scholarship offerings to youth;

Đ Support regional employment growth through relevant and new programme offerings;

Đ Review educational agent relationships and develop incentive models that will further drive growth;

Đ Increase partnership arrangements with quality institutions locally and offshore;

Đ Review pathway and programme offerings to ensure they address the requirements of employers.

The expected outcomes include increasing enrolments, a more resilient enrolment pipeline, and enhancing UCOL’s profile.


77.8%

Our students succeed, and Maori succeed as Maori

2,000+ students graduated in March

6.2% lift in Māori student course completions

of students under 25 successfully completed courses in 2015


Photo: Te Pōkaitahi Pūkenga ā Ringa students at Kauwhata Marae.


Seeing our students succeed is the heart of UCOL’s kaupapa, to develop great graduates who make a difference wherever they work in the world. In 2015 UCOL had 3,953 students and over 2000 graduates. Six graduation ceremonies in March celebrated our students’ successes (one in Wairarapa, two in Whanganui, and three in Palmerston North). This is the highlight of the year for our students and it marks a significant milestone in each student’s journey at UCOL.

During 2015 an increased number of students successfully completed their courses. In 2015 we began redirecting our resources with targeted student support – a cohesive approach to allocating resources to programmes and learners that need it most. This was an outcome of our 2014 results and our continued commitment to improving student success.

We also had a greater number of international students, whose success rate is very high. In 2015 86.5% of our international students successfully completed their courses.

We introduced new ways to boost our student support, appointing Transition Coordinators, developing an attendance app, and improving coordination between faculty and student support to provide students with the best support possible for them to be able to succeed. We continued to build the capability of our staff to ultimately improve our student success, through professional development programmes such as High Performing Teaching Teams, Te Atakura, and e-learning initiatives.

We improved our ability to track individual student progress and attendance at classes by developing new Student Attendance and Progress Tracking systems. We can quickly identify students who need extra support, assess the support requirement and provide the appropriate support which enables more students to stay engaged and complete their programmes successfully.

Maori succeed as MaoriWe introduced an improved pre-enrolment conversation process ‘Kōrero’ to adopt a more proactive conversation process for Māori interested in enrolling in certificate level programmes. This initiative is designed to increase student success by providing pre-enrolment support. It is based on the four ‘whare tapa whā’ dimensions of Māori health and explores aspects such as background, achievements, and potential barriers for the student before any discussions on training programmes and enrolment. Whanau are an important part of this conversation.

Māori form 19% of our regional population. At UCOL, Māori students make up 29.5% of our student base. We are committed to increasing the number of tauira Māori studying at UCOL and achieving parity for all our Māori. Our goal of parity of participation is achieved. In regards to parity of achievement, 70.9% of Māori students successfully completed their course in 2015 compared to 64.7% in 2014, with the biggest improvement in our Trades and Technology Faculty.

Looking forward into 2016In order to achieve our vision and mission, the Student Success Team will take a strategic approach toward the development of an integrated, effective service structure across each campus that delivers key activities and services that are evidence-based, best-practice and targeted to students throughout various phases of the student journey. It will have a particular emphasis on early intervention, Māori students, literacy and numeracy and our certificate programmes. It will also include activities such as the development of e-learning, online resources and support that can be accessed asynchronously – outside the constraints of time and place.

In addition, we will develop a vibrant, contemporary approach to information literacy services that assists students with the challenges of learning in the 21st century. It will also consider models of health services across campuses that meet the needs of our students. Finally, to ensure services and activities are effective, reporting and feedback will be critical in order to evaluate service efficacy and return on investment. This includes sharing our successes through research, presentations and publications. The goal is to create highly effective, engaged service teams who enjoy what they do and are continually inspired by the success they achieve with our students.


We collaborate with key stakeholders to find unique solutions & mutually beneficial outcomes

Stakeholder Engagement Framework adopted

Strengthening of iwi relationships

Focus on improving secondary to tertiary transitions

of staff said they really care about the success of UCOL92%


Photo: Carpentry students build a house inside our Regional Trades and Technology Centre.


Our close relationships with local schools, iwi, employers, community groups, our students and industries greatly enrich our teaching programmes and the overall UCOL experience.We want to strengthen and deepen our relationships to ensure we produce skilled graduates who can contribute to our regional economy and increase the well-being of their local communities. We are also developing stronger international relationships in key offshore markets.

We made significant progress with all our key stakeholder groups in 2015, continuing to build collaborative and productive relationships. In April we consulted widely with staff and developed a Stakeholder Engagement Framework, pulling together a cohesive organisational approach. This Framework was adopted and forms a cornerstone for all of our engagement. Our contact relationship management system known as Pātaka (a place of storage) is undergoing a large scale upgrade which will be completed by September 2016. An organisation-wide roll-out will ensure we capture information from our interactions with students, alumni, and all our stakeholders in a consistent and useable manner. Industry is one of our largest stakeholder groups - during 2015 we mapped our industry stakeholders by category and size and identified those stakeholders who had a high level of influence in our region and also a high level of interest in UCOL.

We also sought to gain insights about our reputation among influencers and opinion leaders and the general public across Whanganui, Palmerston North and the Wairarapa. This told us that stakeholders believe UCOL performs its role well, and satisfaction with UCOL was high, particularly in Wairarapa. We are heartened by the feedback and will strive to relate to stakeholders at a deeper level wherever possible. The research identified four key areas for improvement by UCOL: Strategic leadership to meet the needs of industry and the workforce, now and into the future; greater communication and collaboration with local communities and industry; ensure courses meet the needs of local community and industry; and marketing of UCOL to identify points of difference.

We are especially delighted with our developing and deepening relationships with the 13 iwi groups representing tangata whenua in our rohe. UCOL Council and senior management began consultation as outlined in the Chair’s report on page 4 to explore ways to work together to advance the interests of Māori as our treaty partners, and support iwi to achieve their economic and educational goals. These hui will continue throughout 2016.

The Accord with Te Puna Mātauranga o Whanganui has strengthened a tripartite Consortia with the Whanganui District Council to champion Māori and Pasifika trades training in 2016. The Consortia bid to the Tertiary Education Commission’s Māori and Pasifika Trades Training Fund (MPTT) was successful. The initiative aims to help Māori and Pasifika people aged 16-40 to gain meaningful trades skills/qualifications, apprenticeships, and sustainable employment. It uses a consortia model where community groups, tertiary education providers, and employers work together to offer a wraparound service that supports learners through their training and into employment. This is a mana whenua led approach, and the pilot recognises the unique Whanganui River settlement. The plan is to extend learnings from the pilot to the Wairarapa, Manawatu and Horowhenua.


With the Ministry of Education focussing on student transition from secondary to tertiary, our campus network will have an increasingly important role to play in engaging with schools, where relationships with principals, guidance officers and teachers is key. We have identified our partner schools through our Stakeholder Engagement Framework and are working to improve our product offering to the under 25 market for these schools. In 2016 we will create a schools prospectus for the first time and meet with school principals to gauge their interest in 3+2 programmes where students can elect to spend three days at school and two days at UCOL in Year 13.

Developing our student “voice” will produce better student outcomes by acting on the values, opinions, beliefs and perspectives of students. During 2015 we conducted our usual surveys and developed a Student Ambassador initiative at our Palmerston North campus. We have plans to strengthen the UCOL student voice in 2016, involving formal and informal methods, digital and face to face interaction. These plans include more targeted feedback loops and quicker responses. We are also developing our graduate networks and alumni, and have contact with 80% of our 2014 degree student alumni, mostly via social media and our annual graduate survey.

Engaging our workforce is critical to our success, and research shows that engaged staff are high performers. For staff to be engaged they must be well matched to their roles and talents, supported by an enabling environment that facilitates individual productivity. In November 2015 staff were invited to participate in a staff engagement survey. A very high response rate of 79% has provided meaningful information, with 386 responses and 300 pages of comments. As a quick snapshot, 92% said they really care about the success of UCOL and 89% said they understand what they have to achieve in their work. The majority of staff feel “engaged” - areas with room for improvement included Rewards and Learning and Development.

In 2015 UCOL was involved in many community initiatives across the Region. For example, the Ultra Fast Fibre launch in Whanganui was held at our campus, and we supported the Whanganui District Council’s successful application to be recognised as one of the world’s seven top intelligent communities. We have a three year partnership with Te Manawa Museum of Art Science and History, and we are a major sponsor of Evento, an iconic Wearable Art Show for secondary schools attracting attention from all over the New Zealand. The Jets basketball team provided a great platform for our staff and students to turn their practical skills into reality. UCOL connected with a wide range of our local community throughout all of these events.

Looking forward into 2016Strengthening collaborative relationships with stakeholders at local, regional, and international levels in order to better identify solutions and mutually beneficial outcomes are key. Initiatives include: • Having an organisational wide contact relationship management system for all staff;

• Developing our relationships with iwi to meet their educational aspirations;

• Trying new arrangements for secondary school students to make the transition to tertiary study smoother and more effective;

• Growing the quality and quantity of our agencies and institutional partnerships;

• Developing and integrating the student voice into our ethos;

• Acting on our staff engagement survey in key areas to improve engagement levels of staff;

• Continuing to develop alumni and graduate data and employment outcome information.


The awards are UCOL Council’s way of recognising people who stand as role models and inspiration to UCOL students, and reflect the institution’s community connections. This year’s award recipients have all made significant contributions to their local areas and beyond, and achieved success through excellence, innovation and dedication. Along with inspiring a culture of celebrating success, these are the values that UCOL seeks to foster in its staff and students.

Every year excellent teaching and support that epitomises UCOL’s approach to education is recognised through four Annual Staff Awards. Each award is valued at $5,000 and is used by the winner for relevant personal professional development. Jointly awarded by UCOL’s Staff Council and UCOL, the awards are open to academic and administrative staff on all campuses, and each award has a different focus. The awards were named after past UCOL staff and reflect those areas of education about which they were passionate.

Honorary AssociatesMike Grant – Deputy Chief Executive at MidCentral District Health Board and Chair of the Central Region’s cancer control network

John Kite – Successful patternmaker from Whanganui

Barbara Christine (Chris) Dugdale – Trustee of the Dugdale Charitable Trust

Honorary FellowMargaret Kouvelis – Mayor of the Manawatu District

Warren Maxwell – Award-winning New Zealand musician

Trevor Goodwin – Chair of Whanganui Community Education Service (CES) and Acting Chief Executive of Business Central

Gill Presland Award 2015For noteworthy personal and professional progress made by a lecturer in first two years at UCOL

Winner: Hayden Pritchard – Lecturer Bachelor of Exercise and Sports Science

Derek Lake Research Award 2015For outstanding contribution to research

Winner: Lukas Dreyer – Associate Professor U-Kinetics

Julia Camden Award 2015Recognises an outstanding contribution outside of teaching and research

Winner: Ray Kui – IT Infrastructure Analyst, Information Systems & Technology Team

Alan Furness Award 2015For Excellence in Teaching and Learning

Winner: Gillian Gosper – Lecturer Hairdressing

COUNCILAWARDS

staffAWARDS


1902Modest beginnings as a Technical School

1971Expansion, renamed as the Palmerston North Technical Institute

1983Increased scope of services, renamed as the Manawatu Polytechnic

HistoryUCOL has a proud tradition of teaching. For more than a century, we have developed and taught a wide variety of vocational education programmes. Just as the workplace and social conditions have changed over the decades, our teaching programmes have also changed to stay up-to-date, relevant, and useful to benefit our students and their potential employers. Our name has changed too over this time, and our facilities have expanded steadily, so has our reputation for excellence.

ABOUT UCOL

Photo: Students study outside at our Wairarapa Campus.


1998Renamed as the

Universal College of Learning (UCOL)

2001UCOL incorporates the Wairarapa

Community Polytechnic

2002UCOL merges with the Wanganui Regional Community Polytechnic

Campus Locations UCOL covers a large part of the lower North Island, shown in dark green on the map. Three of UCOL’s

campuses are located in this geographic area which includes part of South Taranaki, Ruapehu, Whanganui, Rangitikei, Palmerston North, Manawatu, Tararua, southern Hawkes Bay, Horowhenua, Masterton, Carterton,

and Wairarapa. This region covers about 12% of New Zealand and approximately 7% of the entire population. It has an attractive mix of rural countryside, low mountain ranges, small towns, and larger urban centres. A fourth

UCOL campus is located in Auckland.

UCOL understands the challenges faced by students who are geographically dispersed throughout this large region. An increasing blend of modern technology, digital delivery options, and collaborative arrangements with

other tertiary providers and secondary schools enables UCOL to help improve access to tertiary education and enhanced employment prospects. Local transport issues for those who want to remain living in smaller towns

and rural locations and who want to attend one of our campuses is an ongoing issue for some learners.

ABOUT UCOL


Palmerston North campusRangitaane Tikaraina ki te MataurangaLocated in Palmerston North’s city centre, the campus is a well-known landmark. Facilities include a whanau room, teaching and tutorial areas, creative spaces, specialist photography, performing arts and music studios, as well as science labs, hairdressing salon, nail and beauty technology clinic, vet nursing rooms, medical imaging and clinical simulation labs. Teaching kitchens with a learning restaurant Ambitions, and a purpose built Trades & Technology Centre add to the educational landscape.

Together with Palmerston North City Council, innovative ideas were explored to guide future urban design in the vicinity of UCOL’s campus. Placemaking works began in Queen Street to calm traffic flows, increase pedestrian flow and provide inviting outdoor areas, which will continue in 2016. The project has the potential to showcase students’ talent through future Placemaking initiatives.


Whanganui campusMatapihi ki te AoThis modern campus was built in 2008, alongside the Whanganui River and Pakaitore, and is now part of a revitalised and thriving riverfront community. Whanganui’s main shopping centre and cafés are within a few minutes’ walk.

Brand new shared Hairdressing and Beauty Therapy facilities opened from our Rutland St entrance near training restaurant Visions on Rutland. All teaching facilities that open to the public for ‘client’ days are now located beside each other. The atrium area was refurbished and opened at the start of the year as a learning commons and gathering space, providing a warm and welcoming entrance to the Campus with a popular on-site café. The Whanau Room was relocated beside the library and learning commons and provides a welcoming space for Maori students.

Two heritage buildings on the Taupo Quay frontage had been closed for a few years and were renovated and upgraded, progressively opening throughout the year for Whanganui School of Design students. These buildings have amazing presence, impressive architecture and views of the river. A moving rededication of the spaces with our partners Te Puna Matauranga o Whanganui and Whanganui District Council, and representatives of the Awa City Club House, and Community Education, who are sharing some of these spaces, was held. Large scale flooding of the Whanganui region in June delayed plans to move into downstairs areas of these buildings which had been about to reopen. Instead the newly renovated spaces had to be thoroughly cleaned of silt and debris, new flooring, skirting boards and some repainting. UCOL worked closely with Civil Defence throughout this period to get the campus reopened and operating as it was in the centre of the cordon zone.

Both the Bachelor of Fine Arts and Bachelor of Fashion programmes ended their final year with successful exhibitions, and a fashion show held at the Sarjaent Gallery.

The Campus introduced popular Monthly Business Forums with Whanganui and Partners, with employers, students and staff benefitting from a variety of guest speakers. New programmes launched during the year included – the Bachelor of Design and Arts, and a Certificate in Automotive Engineering. UCOL is committed to expanding trades training options in Whanganui and will offer Maori Pasifika Trades Training for the first time in 2016.

UCOL’s partnership with the Whanganui District Council and Te Puna deepened with the Group completing oversight of the recommendations from the Taskforce Report. The three parties reformed as a Collaborative group with revised Terms of Reference. In the last quarter of the year the Group focussed on establishing Māori and Pasifika Trades Training in Whanganui and submitted a successful proposal to the Tertiary Education Commission for funding from 2016.


Wairarapa campusThe main campus is located in Chapel Street, Masterton, and is set amongst a peaceful park-like environment close to the town’s shopping precinct. The lower campus which sits on Whakaoriori Marae acknowledges the significant Māori influence within the region and we work closely with Rangitane o Wairarapa and Kahungunu ki Wairarapa to help achieve the best educational outcomes for Māori. With this in mind we were delighted to begin teaching the Certificate in Māori on our campus in 2015. The marae hosts iwi gatherings and events and we are consulting on a Māori name for the campus.

The whanau room facilities were upgraded in 2015 and are well used by students. Repainting of the upper campus was completed and the café, library and learning hub continue to provide a central place for staff and students.


Auckland campusUCOL Institute of Commercial PhotographyThis campus was established in 2014 to meet a niche demand in photography. It is located in Newmarket, a busy upmarket shopping centre within easy reach of the main city centre, train station, and numerous cafés.

Home to the UCOL Institute of Commercial Photography, it provides photography students with a modern and dedicated facility to inspire creativity and innovation.

It is envisaged a growing number of international students will study from this site in future years. Onsite facilities include teaching and tutorial areas, photography studios, an administration and staff office.

Laura Fawthrop from the Institute of Commercial Photography in Auckland (UICPA) won a youth award in the photography section at the 2015 Franklin Arts Festival - for the second year in a row.

Susan Blick, first year Diploma in Photographic Imaging student studying at the UCOL Institute of Commercial Photography in Auckland (UICPA) was named winner of the Landscape category of the New Zealand Geographic Photographer of the Year 2015.

Since the inception of the Canon Eyecon Photographic Awards in 2009, UCOL students have received 1st or 2nd place consecutively.


UCOL COUNCIL CURRENTChairperson Mr Malcolm Inglis BCA BSc (Hons) Appointed by the Minister of Education

Deputy Chairperson Mr Ben Vanderkolk LLB Appointed by the Minister of Education

Ms Verne Atmore BAgCom Council Appointment (From 1 July 2015)

Ms Lynette Bradman Dip Tchg Med Council Appointment (nominated by iwi)

Ms Leonie Hapeta BBS MBS Council Appointment (From 1 July 2015)

Ms Pamela Jefferies OBE FCA FNZIOD Appointed by the Minister of Education

Professor Tom Prebble PhD (Alta) Council Appointment

Ms Leanne Southey BBS CA Appointed by the Minister of Education

Ms Sue Walbran PhD DEd PostGradDipHSM Council Appointment (Until 27 June 2015)

SECRETARY TO COUNCILMs Carol Christison Council Secretary (Until 30 June 2015)

Ms Ashleigh D’Mellow Council Secretary (From 1 July 2015)

UCOL MANAGEMENTMrs Leeza Boyce B.Bus GradDipFET M.Ed Chief Executive (From 1 January 2015)

Mrs Christine Beech B Appl Mgmt APR PRINZ Project Manager and Director Communications

Ms Bonnie Dewart MA DipTching DipSLT Deputy Chief Executive Academic and Dean, Educational Delivery & Innovation Faculty (Until 11 September 2015)

Mr Kelly Gay M Mgt PostGradBus & Admin (Management) Executive Dean Trades and Technology Faculty (Until 30 October 2015)

Ms Sue Ireland MBS BBS Acting Executive Dean, Humanities & Business Faculty (From 13 April 2015)

Mr Teina Mataira BA PostGradDipTchg Kaiarahi/Director Māori

Ms Penny O’Leary M Mgt BA SocSci RGON CertTertTchg Executive Dean Health Science Faculty (Until 20 September 2015) Acting Deputy Chief Executive Academic and Dean, Educational Delivery & Innovation Faculty (From 21 September 2015)

Mr Darryl Purdy CA Chief Financial Officer

Mr Dean Rankin MSC Acting Executive Dean Health Science Faculty (From 21 September 2015)

Mr Steve Sorsby BA PostGradDipIS Executive Dean, Humanities & Business Faculty (Until 10 April 2015)

Ms Jen Trow BEd MEd(Admin) Acting Executive Dean Trades and Technology Faculty (From 02 November 2015)

THE TEAM OF 2015


2015 2014

$000 $000

Domestic Student Services Levy 1,313 1,310

TOTAL REVENUE 1,313 1,310

Advocacy and legal advice 61 43

Careers information, advice and guidance 542 513

Counselling services and pastoral care 779 672

Employment information 0 0

Financial support and advice 540 608

Health Services 233 326

Media 58 55

Childcare services 0 60

Clubs and societies 0 0

Sports, recreation and cultural activities 51 18

TOTAL EXPENDITURE 2,264 2,296

NET SURPLUS / (DEFICIT) FOR PERIOD (951) (985)

Note: The Student Services Levy varies depending on the individual student’s circumstances, but on average the fee is $394 per equivalent full time student.

Advocacy and Legal AdviceAdvocacy support is provided to students via AS@U. This covers a variety of services including mediation and legal advice.

Career Information, Advice and GuidanceSupport is provided to students both pre-entry to study and at preparation for post study. Services include CV and interview skills development and study and career pathway guidance.

Counselling Services and Pastoral CareCounsellors are available for individual consultations as required. There is also access to specific support for Māori and Pacific Island students, and a Chaplaincy service is available to all students.

Employment InformationAlthough UCOL assists students with employment information, there are no directly attributable costs that can be reported.

Financial Support and AdviceStudents have access to hardship funds to support their needs when required. In addition, compassionate grants are issued to students to support their continued study.

SSL Accounting RequirementsAll income and expenditure associated with services stated above are separately accounted for in the accounting system.

Health ServicesStudents have access to the services of doctors and nurses.

MediaUCOL offers significant support for online student media across all programmes, including maintenance and administration of Facebook, blogs etc.

Childcare ServicesChildcare facilities were available to parents while studying. As at March 2014 the UCOL Childcare Centres ceased trading, the centres were sold to Lollipops Educare as a going concern. Lollipops Educare continue to discount fees to support UCOL students.

Clubs and SocietiesUCOL does not currently offer direct financial support to any student clubs and societies.

Sports, Recreation and Cultural ActivitiesUCOL supports a variety of orientation events, including the powhiri and student market day, as well as other on campus events developed through AS@U.

Student Services Levy DisclosureUCOL charges a compulsory student services fee. This is used to support the delivery of student services as detailed below:

24 UCOL Annual Report 201524 Photo: Science Labs provide practical experience.


OUR scorecardStatement of service performance



Student NumbersAs at 26 Jan 2016 for students enrolled at UCOL in 2015

OUR STUDENTS

Palmerston North 4,061

Whanganui 1,757

Masterton 660

Auckland 461

Other 63

Photo: Students have fun in the Palmerston North campus atrium.


2015 EFTS BY FUNDING TYPEFUNDING TYPE 2015 EFTS 2014 EFTS

Government Funded EFTSSAC Eligible EFTS 2,831 2,889

Other Government Funded EFTS 284 307

Total Government Funded EFTS 3,115 3,196

Non Government Funded EFTS International EFTS 224 202

Other Self Funded EFTS 35 72

Total Non-Government Funded EFTS 259 274

TOTAL EFTS 3,374 3,470

Location 2015 EFTS 2014 EFTS

Palmerston North 2,322 2,393

Whanganui 582 612

Masterton 278 274

Wellington 40 52

Auckland 25 12

Opunake 6 0

Taumarunui 23 15

Other Sites 70 100

Online Study 28 12

2015 EFTS BY LOCATION

OUR STUDENTS

4,061


Hutia te rito o te harakeke, kei hea te Komako e ko? Ui mai koe ki ahau, he aha te mea nui o te Ao? Whakatairangitia rere ki uta, rere ki tai. Maku e ki atu, He tangata, he tangata he tangata. Tihei mauriora!

If you destroyed the centre of the flaxroot, from where would the Bellbird sing? If you asked me what is the most important thing in this world. Proclaim it throughout the land, proclaim it across the seas. I would answer: It is people, it is people, it is people.

OUR STAFF

Photo: Whanganui UCOL Chef Lecturer, Scott Boyce and students in Training Kitchens.


PROGRAMME DELIVERY 2015 FTE 2014 FTE STAFF STAFF

Faculty of Humanities and BusinessPalmerston North Campus 57 59

Whanganui Campus 25 33

Wairarapa Campus 8 7

Auckland Campus 2 1

Faculty of Health, SciencePalmerston North Campus 59 56



Faculty of Trades and TechnologyPalmerston North Campus 33 33



Taumarunui 1 1

Faculty of Educational Delivery and Innovation Palmerston North Campus 1 2

Wairarapa Campus 1 -

Strategy (Te Atakura)Palmerston North Campus 3 -

Whanganui Campus 1 -

Wairarapa Campus 1 -

ACADEMIC TOTAL 211 212

Student Support 55 64

General Staff 126 123

GENERAL TOTAL 181 187

TOTAL FTE STAFF 392 399

2015 GENERAL

STAFF

2015 ACADEMIC

STAFF

OUR STAFF


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ber

of in

tern

atio

nal E

FTS

Inte

rnat

iona

lP

artic

ipat

ion

All L

evel

sn/

a22

420

224

7

EDU

CATI

ON

PER

FOR

MA

NC

EM

easu

rem

ent o

f the

4 E

PI’s

is a

s de

fined

in “

Rev

ised

edu

catio

nal p

erfo

rman

ce in

dica

tors

fo

r SA

C fu

nded

tert

iary

edu

catio

n or

gani

satio

ns”

of M

arch

201

0

Targ

etA

ctua

l

2015

2015

*20

1420

13

Impr

oved

suc

cess

ful c

ours

e co

mpl

etio

n ra

te

(SAC

Elig

ible

EFT

S)

All S

tude

nts

Cou

rse

Com

plet

ion

All L

evel

sn/

a78

.5%

74.9

%75

.9%

Leve

l 1 -

269

.7%

68.9

%60

.5%

63.6

%

Leve

l 3 &

abo

ve80

.0%

79.1

%76

.0%

76.9

%

Leve

l 4 &

abo

ve82

.0%

81.5

%79

.0%

79.4

%

Impr

oved

qua

lific

atio

n co

mpl

etio

n ra

te fo

r al

l st

uden

ts (S

AC E

ligib

le E

FTS)

Qua

lific

atio

n C

ompl

etio

n

All L

evel

sn/

a70

.3%

66.9

%65

.3%

Leve

l 1 -

255

.0%

61.4

%54

.6%

58.3

%

Leve

l 3 &

abo

ve71

.6%

71.0

%67

.8%

65.9

%

Leve

l 4 &

abo

ve73

.8%

73.7

%71

.4%

67.7

%

Mai

ntai

n st

uden

t ret

entio

n ra

te fo

r al

l stu

dent

s (S

AC E

ligib

le E

FTS)

Stud

ent R

eten

tion

All L

evel

sn/

a71

.3%

71.3

%67

.6%

Leve

l 1 -

250

.0%

43.8

%43

.8%

48.1

%

Leve

l 3 &

abo

ve69

.0%

74.7

%74

.7%

70.4

%

Mai

ntai

n st

uden

t pro

gres

sion

for

stud

ents

(S

AC E

ligib

le s

tude

nt c

ount

) at l

evel

s 1

-3St

uden

t Pro

gres

sion

Leve

l 1 -

256

.0%

46.5

%46

.5%

54.5

%

Leve

l 1 -

348

.0%

39.6

%39

.6%

45.2

%

Impr

oved

suc

cess

ful c

ours

e co

mpl

etio

n ra

te

(SAC

Elig

ible

EFT

S)

Und

er 2

5

Cou

rse

Com

plet

ion

All L

evel

sn/

a77

.8%

73.6

%74

.3%

Leve

l 3 &

abo

ve79

.0%

78.6

%75

.0%

75.5

%

Leve

l 4 &

abo

ve81

.0%

81.8

%78

.3%

78.4

%

Impr

oved

qua

lific

atio

n co

mpl

etio

n ra

te fo

r al

l st

uden

ts (S

AC E

ligib

le E

FTS)

Qua

lific

atio

n C

ompl

etio

n

All L

evel

sn/

a65

.9%

61.6

%60

.3%

Leve

l 3 &

abo

ve64

.2%

66.1

%62

.0%

60.6

%

Leve

l 4 &

abo

ve66

.3%

67.7

%63

.6%

61.2

%

Impr

oved

suc

cess

ful c

ours

e co

mpl

etio

n ra

te

(SAC

Elig

ible

EFT

S)

Māo

ri

Cou

rse

Com

plet

ion

All L

evel

sn/

a70

.9%

64.7

%67

.3%

Leve

l 3 &

abo

ve75

.0%

71.5

%66

.3%

69.2

%

Leve

l 4 &

abo

ve78

.0%

73.7

%69

.9%

71.5

%

Impr

oved

qua

lific

atio

n co

mpl

etio

n ra

te fo

r al

l st

uden

ts (S

AC E

ligib

le E

FTS)

Qua

lific

atio

n C

ompl

etio

n

All L

evel

sn/

a58

.9%

55.7

%53

.9%

Leve

l 3 &

abo

ve62

.0%

61.6

%56

.1%

55.1

%

Leve

l 4 &

abo

ve64

.9%

58.7

%59

.3%

55.1

%

Mai

ntai

n st

uden

t ret

entio

n ra

te fo

r al

l stu

dent

s (S

AC E

ligib

le E

FTS)

Stud

ent R

eten

tion

All L

evel

sn/

a64

.7%

64.7

%60

.1%

Leve

l 3 &

abo

ve64

.0%

69.0

%69

.0%

64.6

%

Mai

ntai

n st

uden

t pro

gres

sion

for

stud

ents

(S

AC E

ligib

le s

tude

nt c

ount

) at l

evel

s 1

-3St

uden

t Pro

gres

sion

Leve

l 1 -

348

.0%

37.6

%37

.6%

47.4

%

Impr

oved

suc

cess

ful c

ours

e co

mpl

etio

n ra

te

(SAC

Elig

ible

EFT

S)

Pas

ifika

Cou

rse

Com

plet

ion

All L

evel

sn/

a76

.2%

74.0

%66

.5%

Leve

l 3 &

abo

ve75

.0%

75.6

%74

.2%

68.3

%

Leve

l 4 &

abo

ve78

.0%

73.6

%74

.5%

67.8

%

Impr

oved

qua

lific

atio

n co

mpl

etio

n ra

te fo

r al

l st

uden

ts (S

AC E

ligib

le E

FTS)

Qua

lific

atio

n C

ompl

etio

n

All L

evel

sn/

a63

.5%

51.3

%55

.2%

Leve

l 3 &

abo

ve62

.0%

63.2

%49

.3%

57.5

%

Leve

l 4 &

abo

ve64

.9%

57.2

%44

.6%

57.1

%

Mai

ntai

n st

uden

t ret

entio

n ra

te fo

r al

l stu

dent

s (S

AC E

ligib

le E

FTS)

Stud

ent R

eten

tion

All L

evel

sn/

a58

.1%

58.1

%60

.4%

Leve

l 3 &

abo

ve64

.0%

62.9

%62

.9%

63.9

%

Stud

ent P

rogr

essi

onLe

vel 1

- 3

48.0

%37

.8%

37.8

%46

.8%

FIN

AN

CIA

L SU

STA

INA

BIL

ITY

Targ

etA

ctua

l

2015

2015

*20

1420

13

Impr

oved

con

fiden

ce r

atin

g as

sess

ed u

nder

the

Cro

wn

“Fin

anci

al P

erfo

rman

ce A

sses

smen

t Fin

anci

al

Mon

itori

ng F

ram

ewor

k (F

MF)

” in

fina

ncia

l for

ecas

tsH

igh

Hig

hH

igh

Hig

h

Impr

oved

ris

k ra

ting

asse

ssed

und

er th

e C

row

n “F

inan

cial

Per

form

ance

Ass

essm

ent F

inan

cial

Mon

itori

ng

Fram

ewor

k (F

MF)

.”Lo

wLo

wLo

wLo

w

Impr

oved

Liq

uid

Fund

s R

atio

28.6

%11

.8%

16.7

%14

.7%

Impr

oved

Net

Cas

h flo

ws

from

Ope

ratio

n11

0.7%

107.

1%11

2.0%

110.

3%

Impr

oved

per

cent

age

grow

th in

Inte

rnat

iona

l fee

rev

enue

25.0

%32

.0%

(9.1

%)

(22.

0%)

Cost of Services 2015 2014

Total Expenses ($000) $48,071 $47,111

Cost per EFTS $14,247 $13,577

EFTS 3,374 3,470

* N

ote

that

as

of 2

6 Ja

nuar

y 20

16, t

he c

ours

e an

d qu

alifi

catio

n co

mpl

etio

n ra

tes

for

all s

tude

nts

are

inte

rim

onl

y. T

his

data

is s

till t

o be

fina

lised

and

will

be

stab

le b

y Ap

ril 2

016.

The

20

15 p

rogr

essi

on a

nd r

eten

tion

rate

s ar

e in

teri

m o

nly.

Pro

gres

sion

and

ret

entio

n ra

tes

can

only

be

dete

rmin

ed w

hen

stud

ents

enr

ol w

ith o

ther

pro

vide

rs. R

eten

tion

and

prog

ress

ion

rate

s ca

n be

affe

cted

by

enro

lmen

t dec

isio

ns m

ade

by s

tude

nts

in 2

016

and

may

incr

ease

. Int

erim

qua

lific

atio

n co

mpl

etio

n ra

te is

bas

ed o

n th

e hi

stor

ical

line

ar c

orre

latio

n be

twee

n co

urse

com

plet

ion

rate

and

qua

lific

atio

n ra

te.

PAR

TIC

IPAT

ION

Targ

etA

ctua

l

2015

2015

*20

1420

13

Mai

ntai

n th

e pr

opor

tion

of S

AC E

ligib

le E

FTS

enro

lled

at th

e TE

O w

ho a

re a

ged

unde

r 25

Und

er 2

5P

artic

ipat

ion

All L

evel

sn/

a60

.9%

63.0

%61

.9%

Leve

l 3 &

abo

ve60

.0%

57.4

%58

.5%

58.7

%

Leve

l 4 &

abo

ve42

.0%

39.3

%41

.1%

42.1

%

Mai

ntai

n th

e pr

opor

tion

of S

AC E

ligib

le E

FTS

enro

lled

at th

e TE

O w

ho a

re M

āori

Māo

riP

artic

ipat

ion

All L

evel

sn/

a29

.5%

29.4

%29

.4%

Leve

l 1 -

23.

4%2.

6%3.

1%3.

4%

Leve

l 3 &

abo

ve29

.0%

26.9

%26

.4%

25.9

%

Leve

l 4 &

abo

ve17

.0%

16.6

%16

.1%

17.4

%

Mai

ntai

n th

e pr

opor

tion

of S

AC E

ligib

le E

FTS

enro

lled

at th

e TE

O w

ho a

re P

asifi

kaP

asifi

kaP

artic

ipat

ion

All L

evel

sn/

a6.

1%5.

4%5.

1%

Leve

l 1 -

20.

2%0.

5%0.

3%0.

7%

Leve

l 3 &

abo

ve3.

0%5.

6%5.

1%4.

3%

Leve

l 4 &

abo

ve3.

0%3.

7%3.

3%3.

1%

Incr

ease

the

num

ber

of in

tern

atio

nal E

FTS

Inte

rnat

iona

lP

artic

ipat

ion

All L

evel

sn/

a22

420

224

7

EDU

CATI

ON

PER

FOR

MA

NC

EM

easu

rem

ent o

f the

4 E

PI’s

is a

s de

fined

in “

Rev

ised

edu

catio

nal p

erfo

rman

ce in

dica

tors

fo

r SA

C fu

nded

tert

iary

edu

catio

n or

gani

satio

ns”

of M

arch

201

0

Targ

etA

ctua

l

2015

2015

*20

1420

13

Impr

oved

suc

cess

ful c

ours

e co

mpl

etio

n ra

te

(SAC

Elig

ible

EFT

S)

All S

tude

nts

Cou

rse

Com

plet

ion

All L

evel

sn/

a78

.5%

74.9

%75

.9%

Leve

l 1 -

269

.7%

68.9

%60

.5%

63.6

%

Leve

l 3 &

abo

ve80

.0%

79.1

%76

.0%

76.9

%

Leve

l 4 &

abo

ve82

.0%

81.5

%79

.0%

79.4

%

Impr

oved

qua

lific

atio

n co

mpl

etio

n ra

te fo

r al

l st

uden

ts (S

AC E

ligib

le E

FTS)

Qua

lific

atio

n C

ompl

etio

n

All L

evel

sn/

a70

.3%

66.9

%65

.3%

Leve

l 1 -

255

.0%

61.4

%54

.6%

58.3

%

Leve

l 3 &

abo

ve71

.6%

71.0

%67

.8%

65.9

%

Leve

l 4 &

abo

ve73

.8%

73.7

%71

.4%

67.7

%

Mai

ntai

n st

uden

t ret

entio

n ra

te fo

r al

l stu

dent

s (S

AC E

ligib

le E

FTS)

Stud

ent R

eten

tion

All L

evel

sn/

a71

.3%

71.3

%67

.6%

Leve

l 1 -

250

.0%

43.8

%43

.8%

48.1

%

Leve

l 3 &

abo

ve69

.0%

74.7

%74

.7%

70.4

%

Mai

ntai

n st

uden

t pro

gres

sion

for

stud

ents

(S

AC E

ligib

le s

tude

nt c

ount

) at l

evel

s 1

-3St

uden

t Pro

gres

sion

Leve

l 1 -

256

.0%

46.5

%46

.5%

54.5

%

Leve

l 1 -

348

.0%

39.6

%39

.6%

45.2

%

Impr

oved

suc

cess

ful c

ours

e co

mpl

etio

n ra

te

(SAC

Elig

ible

EFT

S)

Und

er 2

5

Cou

rse

Com

plet

ion

All L

evel

sn/

a77

.8%

73.6

%74

.3%

Leve

l 3 &

abo

ve79

.0%

78.6

%75

.0%

75.5

%

Leve

l 4 &

abo

ve81

.0%

81.8

%78

.3%

78.4

%

Impr

oved

qua

lific

atio

n co

mpl

etio

n ra

te fo

r al

l st

uden

ts (S

AC E

ligib

le E

FTS)

Qua

lific

atio

n C

ompl

etio

n

All L

evel

sn/

a65

.9%

61.6

%60

.3%

Leve

l 3 &

abo

ve64

.2%

66.1

%62

.0%

60.6

%

Leve

l 4 &

abo

ve66

.3%

67.7

%63

.6%

61.2

%

Impr

oved

suc

cess

ful c

ours

e co

mpl

etio

n ra

te

(SAC

Elig

ible

EFT

S)

Māo

ri

Cou

rse

Com

plet

ion

All L

evel

sn/

a70

.9%

64.7

%67

.3%

Leve

l 3 &

abo

ve75

.0%

71.5

%66

.3%

69.2

%

Leve

l 4 &

abo

ve78

.0%

73.7

%69

.9%

71.5

%

Impr

oved

qua

lific

atio

n co

mpl

etio

n ra

te fo

r al

l st

uden

ts (S

AC E

ligib

le E

FTS)

Qua

lific

atio

n C

ompl

etio

n

All L

evel

sn/

a58

.9%

55.7

%53

.9%

Leve

l 3 &

abo

ve62

.0%

61.6

%56

.1%

55.1

%

Leve

l 4 &

abo

ve64

.9%

58.7

%59

.3%

55.1

%

Mai

ntai

n st

uden

t ret

entio

n ra

te fo

r al

l stu

dent

s (S

AC E

ligib

le E

FTS)

Stud

ent R

eten

tion

All L

evel

sn/

a64

.7%

64.7

%60

.1%

Leve

l 3 &

abo

ve64

.0%

69.0

%69

.0%

64.6

%

Mai

ntai

n st

uden

t pro

gres

sion

for

stud

ents

(S

AC E

ligib

le s

tude

nt c

ount

) at l

evel

s 1

-3St

uden

t Pro

gres

sion

Leve

l 1 -

348

.0%

37.6

%37

.6%

47.4

%

Impr

oved

suc

cess

ful c

ours

e co

mpl

etio

n ra

te

(SAC

Elig

ible

EFT

S)

Pas

ifika

Cou

rse

Com

plet

ion

All L

evel

sn/

a76

.2%

74.0

%66

.5%

Leve

l 3 &

abo

ve75

.0%

75.6

%74

.2%

68.3

%

Leve

l 4 &

abo

ve78

.0%

73.6

%74

.5%

67.8

%

Impr

oved

qua

lific

atio

n co

mpl

etio

n ra

te fo

r al

l st

uden

ts (S

AC E

ligib

le E

FTS)

Qua

lific

atio

n C

ompl

etio

n

All L

evel

sn/

a63

.5%

51.3

%55

.2%

Leve

l 3 &

abo

ve62

.0%

63.2

%49

.3%

57.5

%

Leve

l 4 &

abo

ve64

.9%

57.2

%44

.6%

57.1

%

Mai

ntai

n st

uden

t ret

entio

n ra

te fo

r al

l stu

dent

s (S

AC E

ligib

le E

FTS)

Stud

ent R

eten

tion

All L

evel

sn/

a58

.1%

58.1

%60

.4%

Leve

l 3 &

abo

ve64

.0%

62.9

%62

.9%

63.9

%

Stud

ent P

rogr

essi

onLe

vel 1

- 3

48.0

%37

.8%

37.8

%46

.8%

FIN

AN

CIA

L SU

STA

INA

BIL

ITY

Targ

etA

ctua

l

2015

2015

*20

1420

13

Impr

oved

con

fiden

ce r

atin

g as

sess

ed u

nder

the

Cro

wn

“Fin

anci

al P

erfo

rman

ce A

sses

smen

t Fin

anci

al

Mon

itori

ng F

ram

ewor

k (F

MF)

” in

fina

ncia

l for

ecas

tsH

igh

Hig

hH

igh

Hig

h

Impr

oved

ris

k ra

ting

asse

ssed

und

er th

e C

row

n “F

inan

cial

Per

form

ance

Ass

essm

ent F

inan

cial

Mon

itori

ng

Fram

ewor

k (F

MF)

.”Lo

wLo

wLo

wLo

w

Impr

oved

Liq

uid

Fund

s R

atio

28.6

%11

.8%

16.7

%14

.7%

Impr

oved

Net

Cas

h flo

ws

from

Ope

ratio

n11

0.7%

107.

1%11

2.0%

110.

3%

Impr

oved

per

cent

age

grow

th in

Inte

rnat

iona

l fee

rev

enue

25.0

%32

.0%

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(22.

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32 UCOL Annual Report 201532 Photo: Whanganui School of Design students use latest software.


the numbersfinancial Statements



STATEMENT OF RESPONSIBILITYFOR THE YEAR ENDING 31 DECEMBER 2015

In terms of Section 220 of the Education Act 1989 and Section 155 of the Crown Entities Act 2004, we hearby certify that:

We have been responsible for the preparation of these financial statements and the statement of service performance and judgement used therein.

We have been responsible for establishing and maintaining a system of internal control designed \to provide reasonable assurance as to the integrity and reliability of financial reporting.

We are of the opinion that these financial statements and the statement of service performance fairy reflect the financial position and operations of the institution for the year ended 31 December 2015.

Leeza Boyce Malcolm InglisChief Executive Council Chairperson

Date: 29 April 2016

Photo: Nursing students study outside at our Wairarapa campus.


Independent Auditors Report

Independent Auditor’s Report To the readers of Universal College of Learning and group’s financial statements

and statement of service performancefor the year ended 31 December 2015 The Auditor-General is the auditor of Universal College of Learning (the Institute) and group. The Auditor-General has appointed me, Debbie Perera, using the staff and resources of Audit New Zealand, to carry out the audit of the financial statements and statement of service performance of the Institute and group on her behalf. Opinion on the financial statements and the statement of service performance We have audited:

• the financial statements of the Institute and group on pages 36 to 69, that comprise the balance sheet as at 31 December 2015, the statement of comprehensive revenue and expenditure, statement of changes in equity and cash flow statement for the year ended on that date and the notes to the financial statements that include accounting policies and other explanatory information; and

• the statement of service performance of the Institute on pages 30 to 31. In our opinion:

• the financial statements of the Institute and group on pages 36 to 69: ¡ present fairly, in all material respects the Institute and group’s:

• financial position as at 31 December 2015; and • financial performance and cash flows for the year then ended;

¡ comply with generally accepted accounting practice in New Zealand and have been prepared in accordance with Public Benefit Entity Reporting Standards.

• the statement of service performance of the Institute and group on pages 30 to 31 presents fairly, in all material respects, the Institute and group’s service performance achievements measured against the performance targets adopted in the investment plan for the year ended 31 December 2015.

Our audit was completed on 29 April 2016. This is the date at which our opinion is expressed. The basis of our opinion is explained below. In addition, we outline the responsibilities of the Council and our responsibilities, and explain our independence. Basis of opinion We carried out our audit in accordance with the Auditor-General’s Auditing Standards, which incorporate the International Standards on Auditing (New Zealand). Those standards require that we comply with ethical requirements and plan and carry out our audit to obtain reasonable assurance about whether the financial statements and the statement of service performance are free from material misstatement. Material misstatements are differences or omissions of amounts and disclosures that, in our judgement, are likely to influence readers’ overall understanding of the financial statements and the statement of service performance. If we had found material misstatements that were not corrected, we would have referred to them in our opinion. An audit involves carrying out procedures to obtain audit evidence about the amounts and disclosures in the financial statements and the performance information. The procedures selected depend on our judgement, including our assessment of risks of material misstatement of the financial statements and the statement of service performance, whether due to fraud or error. In making those risk assessments, we consider internal control relevant to the preparation of the Institute and group’s financial statements and statement of service performance in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Institute and group’s internal control. An audit also involves evaluating:

• the appropriateness of accounting policies used and whether they have been consistently applied;

• the reasonableness of the significant accounting estimates and judgements made by the Council;

• the adequacy of the disclosures in the financial statements and the statement of service performance; and

• the overall presentation of the financial statements and the statement of service performance.

We did not examine every transaction, nor do we guarantee complete accuracy of the financial statements and the statement of service performance. Also we did not evaluate the security and controls over the electronic publication of the financial statements and the statement of service performance. We believe we have obtained sufficient and appropriate audit evidence to provide a basis for our audit opinion. Responsibilities of the Council The Council is responsible for preparing financial statements that comply with generally accepted accounting practice in New Zealand and Public Benefit Entity Reporting Standards and present fairly the Institute and group’s financial position, financial performance and cash flows. The Council is also responsible for preparing a statement of service performance that presents fairly the Institute and group’s service performance achievements measured against the proposed outcomes adopted in the investment plan. The Council’s responsibilities arise from the Crown Entities Act 2004 and the Education Act 1989. The Council is also responsible for such internal control as it determines is necessary to enable the preparation of financial statements and statement of service performance that are free from material misstatement, whether due to fraud or error. The Council is also responsible for the publication of the financial statements and the statement of service performance, whether in printed or electronic form. Responsibilities of the Auditor We are responsible for expressing an independent opinion on the financial statements and the statement of service performance and reporting that opinion to you based on our audit. Our responsibility arises from the Public Audit Act 2001. Independence When carrying out the audit, we followed the independence requirements of the Auditor-General, which incorporate the independence requirements of the External Reporting Board. Other than the audit, we have no relationship with or interests in the Institute or any of its subsidiaries. Debbie Perera Audit New Zealand On behalf of the Auditor-General Palmerston North, New Zealand


Statement of accounting policiesREPORTING ENTITYThe financial statements of UCOL for the year ended 31 December 2015 were authorised for issue by the Council Chairperson and the Chief Executive on 29 April 2016.

UCOL is a Crown entity domiciled and incorporated in New Zealand and is established under the Education Act 1989 as a public tertiary institution. It provides full-time and part-time tertiary education in New Zealand. The relevant legislation governing UCOL’s operations includes the Crown Entities Act 2004 and the Education Act 1989.

The consolidated financial statements of the group consist of UCOL (‘the parent’), UCOL Holdings Limited (a wholly owned subsidiary), UCOL International Limited (a wholly owned subsidiary of UCOL Holdings Limited), UCOL Developments Limited (a wholly owned subsidiary of UCOL Holdings Limited), UCOL School of International Cuisine Studies Limited (a wholly owned subsidiary of UCOL Holdings Limited), The Southern North Island Education Development Trust (a wholly owned subsidiary, ceased 8/12/14), Chilton Holdings Limited (a wholly owned subsidiary of The Southern North Island Education Development Trust, ceased 15/12/14) and Minerva International Education Limited (a wholly owned subsidiary).

These financial statements incorporate an equity share of Le Cordon Bleu New Zealand Institute Limited Partnership and Cybus, an unincorporated joint venture, UCOL jointly controls both entities. All UCOL subsidiaries, jointly controlled entities are incorporated and domiciled in New Zealand.

SUMMARY OF SIGNIFICANT ACCOUNTINGPolicies 1. Basis of PreparationThe financial statements have been prepared on a going concern basis, and the accounting policies have been applied consistently throughout the period.

2. Statement of ComplianceThe financial statements of UCOL and the group have been prepared in accordance with the requirements of the Crown Entities Act 2004 and the Education Act 1989 which include the requirement to comply with New Zealand generally accepted accounting practice (NZ GAAP).

The financial statements, including the comparatives, have been prepared in accordance with Tier 1 Public Sector PBE Accounting Standards (PBE accounting standards).These financial statements comply with PBE accounting standards. These standards are based on International Public Sector Accounting Standards (IPSAS). Previously published financial statements have been prepared in accordance with NZ equivalents

to International Financial Reporting Standards as appropriate for public benefit entities (NZ IFRS (PBE).

For the purposes of these financial statements, UCOL has been designated as a public benefit entity (PBE). Public benefit entities (PBEs) are reporting entities whose primary objective is to provide goods or services for community or social benefit and where any equity has been provided with a view to supporting that primary objective rather than for a financial return to equity holders.

These statements comprise:

• A Statement of Comprehensive Revenue and expense

• A Statement of Changes in Equity

• A Statement of Financial Position

• A Statement of Cash Flows

• Notes to the Financial Statements

3. Measurement BaseThe financial statements have been prepared on an historical cost basis, except for land and buildings that have been measured at fair value. Non-current assets and disposal groups held for sale are stated at the lower of carrying amount and fair value (less costs to sell).

4. Functional and Presentation CurrencyThe financial statements are presented in New Zealand dollars and all values are rounded to the nearest thousand dollars ($000).

5. Standards issued and not yet effective and not early adoptedIn May 2013, the External Reporting Board issued a new suite of PBE accounting standards for application by public sector entities for reporting periods beginning on or after 1 July 2014. UCOL and the group has applied these standards in preparing the 31 December 2015 financial statements.

In October 2014, the PBE suite of accounting standards was updated to incorporate requirements and guidance for the not-for-profit sector. These updated standards apply to PBEs with reporting periods beginning on or after 1 April 2015. UCOL and group will apply these updated standards in preparing its 31 December 2016 financial statements. UCOL and group expects there will be minimal or no change in applying these updated accounting standards.

Disclosure initiative

PBE IPSAS 1 Presentation of Financial Statements has recently been updated to address perceived impediments to preparers exercising their judgements in preparing financial statements.

These amendments apply to the UCOL and group in preparing the 31 December 2016 financial statements. UCOL and group will be considering these amendments and relooking at how its financial statements are presented in preparing the 31 December 2016 financial statements.


Other amendments

While there are other amendments issued and not yet effective, UCOL and group does not consider these to be relevant and therefore no information has been disclosed about these amendments.

6. Basis of ConsolidationThe group financial statements are prepared by adding together like items of assets, liabilities, equity, revenue, expenses, and cash flows on a line-by-line basis. All significant intragroup balances, transactions, revenue, and expenses are eliminated in full on consolidation.

Adjustments are made to bring into line any dissimilar accounting policies that may exist.

(a) Subsidiaries

Subsidiaries are consolidated from the date on which control is transferred to the group and cease to be consolidated from the date on which control is transferred out of the group.

Where there is loss of control of a subsidiary, the consolidated financial statements include the results for the part of the reporting year during which UCOL has control.

UCOL consolidates in the group financial statements all entities where UCOL has the capacity to control the financing and operating policies of an entity so as to obtain benefits from the activities of the entity. This power exists where UCOL controls the majority voting power on the governing body or where such policies have been irreversibly predetermined by UCOL or where the determination of such policies is unable to materially impact the level of potential ownership benefits that arise from the activities of the subsidiary.

Investments in subsidiaries are carried at cost in UCOL’s parent entity financial statements.

(b) Associates

UCOL’s associate investment is accounted for in the group financial statements using the equity method. An associate is an entity over which UCOL has significant influence and that is neither a subsidiary nor an interest in a joint venture. The investment in an associate is initially recognised at cost and the carrying amount is increased or decreased to recognise the group’s share of the surplus or deficit of the associate after the date of acquisition. The group’s share of the surplus or deficit of the associate is recognised in the group surplus or deficit.

Distributions received from an associate reduce the carrying amount of the investment in the group financial statements.

If the share of deficits of an associate equals or exceeds an interest in the associate, the group discontinues recognising its share of further deficits. After the group’s interest is reduced to zero, additional deficits are provided for, and a liability is recognised, only

to the extent that the group has incurred legal or constructive obligations or made payments on behalf of the associate. If the associate subsequently reports surpluses, the group will resume recognising its share of those surpluses only after its share of the surpluses equals the share of deficits not recognised. Where the group transacts with an associate, surplus or deficits are eliminated to the extent of the group’s interest in the relevant associate. Investment in associates are carried at cost in UCOL’s financial statements.

(c) Joint Venture

UCOL’s investment in joint controlled entities is accounted for in the group financial statements using the equity method.

Jointly controlled entities are usually separate legal entities in which each venturer holds an interest. The entity established will control assets of the entity and can enter contracts in its own name and raise funds for the activities of the entity. Each venturer then shares in the profits of the entity. Investments in jointly controlled entities are initially recorded at cost in the group financial statements. The carrying amount of the investment is increased or (decreased) for its share of the surplus or (deficit) of the entity and the carrying amount of the investment will be decreased to reflect any dividends received.

(d) Non Consolidated Entity

A share of the results of Akoranga Education Trust Incorporated has not been recognised in UCOL’s financial statements in 2014 and 2015 because it is not probable benefits will flow to UCOL from the Trust and UCOL’s entitlement to the Trust’s net assets cannot be reliably measured.

7. Inventory

Inventories held for distribution or consumption in the provision of services that are not supplied on a commercial basis are measured at cost (using the FIFO method), adjusted, when applicable, for any loss of service potential. Inventories acquired through a non-exchange are measured at fair value at the date of acquisition.

Inventories held for use in the production of goods and services on a commercial basis are valued at the lower of cost (using the FIFO method) and net realisable value. The amount of any write-down for the loss of service potential or from cost to net realisable value is recognised in surplus or deficit in the period of the write-down.

8. Revenue

Revenue is measured at the fair value of the consideration received or receivable. Revenue is recognised to the extent that it is probable that the economic benefits will flow to the group and the revenue can be reliably measured. The following specific recognition criteria must also be met before revenue is recognised:


(a) Government Equity Funding

UCOL considers government equity funding as non exchange revenue. Equity funding is a government contribution to improve equity of access and achievement for Māori and Pasifika students, and students with disabilities. Equity funding is recognised when eligibility to receive the funding has been established. UCOL recognises its confirmed allocation of Equity funding at the commencement of the specified funding period, which is the same as UCOL’s financial year. Government equity funding revenue is measured based on the UCOL’s funding entitlement. Indicative funding for future periods is not recognised until confirmed for that future period.

(b) SAC funding

SAC funding is UCOL’s main source of operational funding from the Tertiary Education Commission (TEC).

UCOL considers SAC funding to be non exchange revenue and recognises SAC funding as revenue when the course withdrawal date has passed, based on the number of eligible students enrolled in the course at that date and the value of the course.

(c) Student Tuition Fees

Domestic student tuition fees are accounted for as non exchange transactions and recognised as revenue when the course withdrawal date has passed, which is when a student is no longer entitled to a refund for withdrawing from the course.

International student tuition fees are accounted for as exchange transactions and recognised as revenue on a course percentage of completion basis. The percentage of completion is measured by reference to the days of the course completed as a proportion of the total course days.

(c) Other Revenue

Revenue from the rendering of other services is recognised by reference to the stage of completion of the transaction at balance date, based on the actual service provided as a percentage of the total services to be provided.

(d) Interest

Revenue is recognised as the interest accrues (using the effective interest method which is the rate that exactly discounts estimated future cash receipts through the expected life of the financial instrument) to the net carrying amount of the financial asset.

9. Property, Plant and EquipmentLand and buildings held under Crown title have been included in the financial statements. The UCOL Council is of the opinion that although formal legal transfer of title for land and buildings in use prior to 1 January 1990 has not occurred, it has in substance all the normal risks associated with ownership and accordingly it would be misleading to exclude these assets from the financial statements. These lands and buildings were first recognised on 31 December 1992.

The measurement bases used for determining the gross carrying amount for each class of assets is as follows:

• Land is measured at fair value, and buildings are measured at fair value less subsequent accumulated depreciation and impairment losses.

• Leasehold improvements, plant and equipment, library books, motor vehicles, and computer hardware are stated at cost less accumulated depreciation and any accumulated impairment in value.

Additions

The cost of an item of property, plant, and equipment is recognised as an asset if it is probable that future economic benefits or service potential associated with the item will flow to UCOL and group and the cost of the item can be measured reliably.

In most instances, an item of property, plant, and equipment is initially recognised at its cost. Where an asset is acquired at no cost, or for a nominal cost, it is recognised at fair value as at the date of acquisition.

Disposals

Gains and losses on disposals are determined by comparing the disposal proceeds with the carrying amount of the asset. Gains and losses on disposals are reported net in the surplus or deficit. When revalued assets are sold, the amounts included in property revaluation reserves in respect of those assets are transferred to general funds.

10. Depreciation

Depreciation is calculated on the following bases over the estimated useful life of the asset:

• Buildings – 1.0% - 33.3% straight line

• Leasehold Improvements – straight line over the term of the lease

• Computers – 30% - 50% diminishing value

• Motor Vehicles – 25% diminishing value

• Other Equipment – 10% - 50% diminishing value

• Library Books – 10% diminishing value

• Capitalised Finance Lease Assets – straight line over the shorter of the estimated useful life of the asset and the lease term (5.6% - 36%).

The residual value and useful life of an asset is reviewed, and adjusted if applicable, at each financial year end.

11. Impairment of property, plant and equipment and intangible assets

Intangible assets subsequently measured at cost that have an indefinite useful life, or are not yet available for use, are not subject to amortisation and are tested annually for impairment.

Property, plant, and equipment and intangible assets subsequently measured at cost that have a finite useful life are reviewed for impairment at each balance date

Statement of accounting policies


and whenever events or changes in circumstances indicate that the carrying amount may not be recoverable.

An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use.

If an asset’s carrying amount exceeds its recoverable amount, the asset is considered to be impaired and the carrying amount is written down to the recoverable amount. The impairment loss is recognised in the surplus or deficit.

Value in use for non-cash-generating assets

Non-cash-generating assets are those assets that are not held with the primary objective of generating a commercial return.

For non-cash generating assets, value in use is determined using an approach based on either a depreciated replacement cost approach, restoration cost approach, or a service units approach. The most appropriate approach used to measure value in use depends on the nature of the impairment and availability of information.

Value in use for cash-generating assets

Cash-generating assets are those assets that are held with the primary objective of generating a commercial return.

The value in use for cash-generating assets and cash-generating units is the present value of expected future cash flows.

12. RevaluationsLand buildings, and infrastructure are revalued with sufficient regularity to ensure that their carrying amount does not differ materially from fair value and at least every three years.

The carrying values of revalued assets are assessed annually to ensure that they do not differ materially from fair value. If there is evidence supporting a material difference, then the off-cycle asset classes are revalued.

Revaluations of property, plant, and equipment are accounted for on a class-of-asset basis.

The net revaluation results are credited or debited to other comprehensive revenue and expense and are accumulated to an asset revaluation reserve in equity for that class-of-asset. Where this would result in a debit balance in the asset revaluation reserve, this balance is not recognised in other comprehensive revenue and expense but is recognised in the surplus or deficit. Any subsequent increase on revaluation that reverses a previous decrease in value recognised in the surplus or deficit will be recognised first in the surplus or deficit up to the amount previously expensed, and then recognised in other comprehensive revenue and expense.

13. Capital Work in ProgressCapital work in progress is calculated on the basis of expenditure incurred and certified gross progress claim certificates up to balance date. Work in progress is not depreciated. The total cost of a project is transferred to the relevant asset class on its completion and then depreciated.

14. Intangible Assets(a) Computer Software

Acquired computer software licences are capitalised on the basis of the costs incurred to acquire and bring to use the specific software. These costs are amortised over their estimated useful lives. After initial recognition, separately acquired computer software are carried at cost less accumulated amortisation and accumulated impairment costs.

(b) Course Development Costs

Course development costs relate to development of educational courses and are capitalised when it is probable that future economic benefit arising from use of the intangible asset will flow to UCOL.

Following the initial recognition of the course development expenditure, the asset is carried at cost less accumulated amortisation and accumulated impairment losses.

A summary of the policies applied to the group’s intangible assets is as follows:

Computer Software

Useful Lives: Finite

Method Used: 14% - 24%pa Straight Line

Internally Generated / Acquired: Acquired

Course Development Costs

Useful Lives: Finite

Method Used: 33.3% - 50% Straight Line, from commencement of course

Internally Generated / Acquired: Acquired

Amortisation begins when the asset is available for use and ceases at the date that the asset is derecognised. The amortisation charge for each period is recognised in the surplus or deficit.

The amortisation period and amortisation method for each class of intangible asset having a finite life is reviewed at each financial year end. If the expected useful life or expected pattern of consumption is different from the previous assessment, changes are made accordingly. The carrying value of each class of intangible asset is reviewed for indicators of impairment annually. Intangible assets are tested for impairment where an indicator of impairment exists.


Gains and losses arising from derecognition of an intangible asset are measured as the difference between the net disposal proceeds and the carrying amount of the asset and are recognised in the Revenue Statement in the year the asset is derecognised.

(c) Research Costs

Research costs are recognised as an expense in the surplus or deficit in the year in which they are incurred.

15. GST and Other Taxes(a) GST

Revenues, expenses and assets are recognised net of the amount of GST except:

• where the GST incurred on a purchase of goods and services is not recoverable from the taxation authority, in which case the GST is recognised as part of the cost of acquisition of the asset or as part of the expense item as applicable; and

• receivables and payables which are stated with the amount of GST included. The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables in the Statement of Financial Position. The GST component of cash flows arising from investing and financing activities, which is recoverable from, or payable to, the taxation authority are classified as operating cash flows. Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the taxation authority.

(b) Taxation

Tertiary institutes are exempt from the payment of revenue tax. Accordingly, no charge for revenue tax has been provided. All of UCOL’s subsidiaries are charitable organisations and are exempt from revenue tax in New Zealand.

16. Financial InstrumentsFinancial assets are initially recognised at fair value plus transaction costs unless they are carried at fair value through surplus or deficit in which case the transaction costs are recognised in the surplus or deficit.

Purchases and sales of financial assets are recognised on trade-date, the date on which UCOL and group commits to purchase or sell the asset. Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or have been transferred and UCOL and group has transferred substantially all the risks and rewards of ownership.

UCOL and its subsidiaries are party to financial instruments as part of their normal operations. These financial instruments include bank accounts, investments, trade payables, trade receivables and loans. All financial instruments are recognised in the Statement of Financial Position and all revenue and expenses in relation to financial instruments are recognised in the surplus or deficit.

Except for those items covered by a separate accounting policy, all financial instruments are shown at their estimated fair value.

(a) Trade Payables

Trade payables, which generally have a 30-90 day term, are recognised and carried at original payable amount.

(b) Other Financial Assets

Financial assets are classified into the following categories for the purposes of measurement:

• fair value through surplus or deficit;

• loans and receivables; and

• fair value through other comprehensive revenue.

(c) Receivables

Receivables are recorded at their face value, less any provision for impairment.

Classification of the financial asset depends on the purpose for which the instruments were acquired.

i) Financial Assets at Fair Value through Surplus or Deficit

Financial assets at fair value through surplus or deficit include financial assets held for trading.

A financial asset is classified in this category if acquired principally for the purpose of selling in the short-term or is part of a portfolio that are managed together and for which there is evidence of short-term profit taking.

Derivatives are also categorised as held for trading unless they are designated into hedge accounting relationship for which hedge accounting is applied.

Financial assets acquired principally for the purpose of selling in the short-term or part of a portfolio classified as held for trading are classified as a current asset. After initial recognition financial assets in this category are measured at their fair values with gains or losses on re-measurement recognised in the surplus or deficit.

ii) Loans and Receivables (including cash and cash equivalents and debtors and other receivables).

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are included in current assets, except for maturities greater than 12 months after the balance date, which are included in non-current assets. Related party receivables that are repayable on demand are classified as a non-current asset because repayment of the receivable is not expected within 12 months of balance date.

After initial recognition loans and receivables are measured at amortised cost using the effective interest method less any provision for impairment. Gains and losses when the asset is impaired or derecognised are recognised in the surplus or deficit.



iii) Financial Assets at Fair Value through Other Comprehensive Revenue

Financial assets at fair value through other comprehensive revenue are those that are designated as fair value through other comprehensive revenue or those that are not classified in any of the other categories above. They are included in noncurrent assets unless management intends to dispose of the investment within 12 months of the balance date.

UCOL designates in this category:

• investments that it intends to hold long-term but which may be realised before maturity; and

• shareholdings that it holds for strategic purposes

After initial recognition these investments are measured at their fair value, with gains and losses recognised in other comprehensive revenue except for impairment losses, which are recognised in the surplus or deficit.

On derecognition the cumulative gain or loss previously recognised in other comprehensive revenue is reclassified from equity to the surplus or deficit.

(c) Interest-Bearing Loans and Borrowings

All loans and borrowings are initially recognised at cost, being the fair value of the consideration received net of transaction costs associated with the borrowing.

After initial recognition, interest-bearing loans and borrowings are measured at amortised cost using the effective interest method. Amortised cost is calculated by taking into account any transaction costs, and any discount or premium on settlement.

Gains and losses are recognised in the surplus or deficit when the liabilities are derecognised, as well as through the amortisation process.

17. Cash Flows, Cash and Cash EquivalentsThe following definitions have been used in the preparation of the Cash Flow Statement:

• Cash and cash equivalents in the Balance Sheet comprise cash at bank and in hand, and short-term deposits with an original maturity of three months or less. For the purposes of the Cash Flow Statement, cash and cash equivalents are net of outstanding bank overdrafts.

• Operating Activities: Transactions and other movements that are not investing or financing activities.

• Investing Activities: Activities relating to acquisition, holding and disposal of fixed assets and of investments, not falling within the definition of cash.

• Financing Activities: Activities that change the equity and debt capital structure of UCOL.

18. Borrowing CostsBorrowing costs are recognised as an expense in the year in which they are incurred, except that borrowing costs directly attributable to the acquisition, construction or production of an asset that takes a substantial period of time to get ready for its intended use are capitalised as part of the cost of that asset till substantially all activities necessary to prepare the qualifying asset for its intended use are complete.

19. ProvisionsProvisions are recognised for future expenditure of uncertain amount or timing when the group has a present obligation (legal or constructive) as a result of a past event, and it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation.

If the effect of the time value of money is material, provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and, where appropriate, the risks specific to the liability.

Provisions are reviewed at each balance date and adjusted to reflect the current best estimate. Where it is no longer probable that an outflow of resources embodying economic benefits will be required to settle the obligation, the provision shall be reversed. Where discounting is used, the increase in the provision due to the passage of time is recognised as a finance cost.

20. LeasesFinance leases, which transfer to the group substantially all the risks and benefits incidental to ownership of the leased item, are capitalised at the inception of the lease at the fair value of the leased property or, if lower, at the present value of the minimum lease payments. UCOL has received Ministerial approval for all such leases. Lease payments are apportioned between the finance charges and reduction of the lease liability so as to achieve a constant rate of interest on the remaining balance of the liability. Finance charges are included in the surplus or deficit as finance costs. Capitalised leased assets are depreciated over the shorter of the estimated useful life of the asset and the lease term. Leases where the lessor retains substantially all the risks and benefits of ownership of the asset are classified as operating leases. Initial direct costs incurred in negotiating an operating lease are added to the carrying amount of the leased asset and recognised over the lease term on the same basis as the lease revenue.

An operating lease is a lease that does not transfer substantially all the risks and rewards incidental to ownership of an asset.

Operating lease payments are recognised as an expense in the surplus or deficit on a straight-line basis over the lease term.


21. Employee EntitlementsProvision is made in respect of the UCOL liability for annual leave, sick leave, long service leave and retirement gratuities.

Annual leave has been calculated on an actual entitlement basis at current rates of pay. Sick leave has been calculated based on the expected utilisation of unused entitlement. Long service leave and retirement gratuities are calculated based on the present value of estimated future cash flows determined on an actuarial basis. The discount rate is the market yield on relevant New Zealand Government Stock at the Balance Sheet date. Obligations for contributions to defined contribution pension plans are recognised as an expense in the surplus or deficit as incurred.

22. Cost of Services StatementThe 2015 Cost of Services Statement and the 2014 comparative information represents the consolidated entity of UCOL.

23. ComparativesWhen presentation or classification of items in the financial statements is amended or accounting policies are changed voluntarily, comparative figures are restated to ensure consistency with the current period unless it is impractical to do so.

24. Budget FiguresThe budget figures have been prepared in accordance with generally accepted accounting principles and are consistent with the accounting policies adopted by the Council for the preparation of the financial statements.

25. Foreign Currency TranslationBoth the functional and presentation currency of UCOL and its New Zealand subsidiaries is New Zealand dollars ($). Any transactions in foreign currencies are initially recorded in the functional currency at the exchange rates ruling at the date of the transaction. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in the surplus or deficit. Monetary assets and liabilities denominated in foreign currencies are retranslated at the rate of exchange ruling at the balance sheet date.

Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rate as at the date of the initial transaction.

Non-monetary items measured at fair value in a foreign currency are translated using the exchange rates at the date when the fair value was determined.

26. Non-Current Assets Held for SaleNon-current assets held for sale are separately classified as held for sale if their carrying amount will be recovered through a sale transaction rather than

continuing use; that is, where such assets are available for immediate sale and where sale is highly probable. These assets are recorded at the lower of their carrying amount and fair value less costs to sell.

Any impairment losses for write-downs of non-current assets held for sale are recognised in the surplus or deficit. Any increases in fair value (less costs to sell) are recognised in the surplus or deficit up to the level of any impairment losses that have been previously recognised.

Non-current assets (including those that are part of a disposal group) are not depreciated or amortised while they are classified as held for sale. Interest and other expenses attributable to the liabilities of a disposal group classified as held for sale continue to be recognised.

27. Equity

Equity is measured as the difference between total assets and total liabilities. Equity is disaggregated and classified into the following components:

• Public equity

• Retained earnings

• Property revaluation reserves

Property revaluation reserves

These reserves relate to the revaluation of land, buildings, and infrastructure assets to fair value

28. Critical Accounting Estimates and Assumptions

The preparation of financial statements in conformity with PBE accounting standards requires management to make judgements, estimates and assumptions concerning the future that affect the application of policies and reported amounts of assets and liabilities, revenue and expenses. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements about carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates.

The estimates and underlying assumptions about the future are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below.

(a) Property Revaluations

Note 9 provides information about the estimates and assumptions exercised in the measurement of revalued land and buildings.



(b) Retirement Gratuities

Note 12 provides information about estimates and assumptions exercised in the measurement of retirement gratuities.

29. Critical Judgements in Applying UCOL’s Accounting Policies

Judgements made by management in the application of PBE accounting standards that have significant effect on the financial statements and estimates with a significant risk of material adjustment in the next year are discussed in the Notes to the financial Statements.

Management has exercised the following critical judgements in applying UCOL’s accounting policies for the year ended 31 December 2015:

(a) Classification of Property

UCOL owns some properties which are held primarily for strategic purposes. The receipt of market-based rental from these properties is incidental to holding these properties. These properties are accounted for as property, plant and equipment in accordance with PBE Accounting Standard 17.

(b) Crown Owned Land and Buildings

Property in the legal name of the Crown that is occupied by UCOL is recognised as an asset in the Statement of Financial Position.

UCOL considers it has assumed all the normal risks and rewards of ownership of this property despite legal ownership not being transferred, and accordingly it would be misleading to exclude these assets from the financial statements.

UCOL has secured the use of the property by means of a lease from the Ministry of Education for a period of 99 years from 1 February 1998 at nominal rental $1 per annum.

(c) Suspensory Loans with Equity Conversion Features

(i) Distinction between revenue and capital contributions

Most Crown funding received is operational in nature and is provided by the Crown under the authority of an expense appropriation and is recognised as revenue.

Where funding is received from the Crown under the authority of a capital appropriation, UCOL accounts for the funding as a capital contribution directly in equity.

(ii) Convertible Suspensory loans with equity conversion features

UCOL has received various suspensory loans from the Crown whereby the loans convert to equity when the conversion conditions of the loan agreement are satisfied. Where UCOL believes it will meet the equity conversion conditions, it considers the loans are in substance equity contributions from the Crown and therefore recognises the amounts drawn down under the loan facilities directly in the Statement of Changes in Equity. Further information about the suspensory loans is disclosed in note 13.

30. Effect of first-time adoption of PBE standards on accounting policies and disclosures

This is the first set of financial statements of UCOL that is prepared in accordance with PBE Standards. UCOL has previously reported in accordance with NZ IFRS PBE.

The accounting policies adopted in these financial statements are consistent with those of the previous financial year, except for instances when the accounting or reporting requirements of a PBE standard are different to requirements under NZ IFRS PBE, as outlined below.

The changes to accounting policies and disclosures caused by first time application of PBE accounting standards are as follows:

PBE IPSAS 1: Presentation of Financial Statements

There are minor differences between PBE IPSAS 1 and the equivalent NZ IFRS (PBE) standard. These differences have an effect on disclosure only. The main changes in disclosure resulting from the application of PBE IPSAS 1 are the following:

Receivables from exchange and non-exchange transactions

In the financial statements of the previous financial year, receivables were presented as a single total in the statement of financial position. However, PBE IPSAS 1 requires receivables from non-exchange transactions and receivables from exchange transactions to be presented separately in the statement of financial position. This requirement affected the presentation of both current and comparative receivable figures.

PBE IPSAS 23: Revenue from Non-Exchange Transactions

PBE IPSAS 23 prescribes the financial reporting requirement for revenue arising from non-exchange transactions. There is no equivalent financial reporting standard under NZ IFRS. The application of this standard affected UCOL’s accounting for grant revenue and student fees. In the previous financial year, grants received in relation to the provision of a service or for a specific project were recognised as revenue on a percentage of completion basis. However, PBE IPSAS 23 requires revenue from non-exchange transactions, such as grants and student fees, to be recognised as revenue as soon as the inflow of resources can be recognised as an asset in the financial statements, unless the inflow of resources meets the definition of, and recognition criteria for a liability.

UCOL believes there is minimal impact on the financial statements as a result of the transition to PBE Standards.


STATEMENT OF COMPREHENSIVE REVENUE AND EXPENSEFOR THE YEAR ENDED 31 DECEMBER 2015

Consolidated Consolidated Consolidated Parent Parent Actual Budget Actual Actual Actual 2015 2015 2014 2015 2014

Notes $000 $000 $000 $000 $000

REVENUE

Government grants 3(a) 28,214 28,327 28,343 28,214 28,343

Student tuition fees 3(b) 16,757 17,148 15,727 16,757 15,727

Other revenue 3(c) 2,563 2,472 2,632 2,448 2,533

Finance revenue 3(d) 351 500 428 342 419

Separately disclosed items 3(g) 304 - 1,823 273 1,823

TOTAL REVENUE 48,189 48,447 48,953 48,034 48,845

EXPENSES

Employee benefit expenses 3(e) 26,002 25,937 25,878 26,002 25,878

Depreciation expense 9 3,425 3,623 3,630 3,425 3,630

Amortisation expense 10 145 163 183 145 183

Materials and operations 3(f) 16,560 17,214 16,944 18,441 16,860

Finance costs 3(d) 56 55 99 56 99

TOTAL OPERATING EXPENSES 46,188 46,992 46,734 48,069 46,650

Separately disclosed items 3(h) 1,983 770 1,770 1,983 1,424

TOTAL EXPENSES 48,171 47,762 48,504 50,052 48,074

SURPLUS / (DEFICIT) BEFORE SHARE OF JOINTLY CONTROLLED ENTITY SURPLUS / (DEFICIT) 18 685 449 (2,018) 771

Share of jointly controlled entity surplus / (deficit) 8 69 - (434)

SURPLUS / (DEFICIT) FOR THE PERIOD 87 685 15 (2,018) 771

OTHER COMPREHENSIVE REVENUE AND EXPENSE

Transfer of revaluation reserve on disposal of land and buildings 15 (726) (1,637) 201 (726) 201

Subsidiary entity 2014 entries not included in 2014 group accounts (8)

Revaluation of land and buildings 15 808 808

Impairment of revalued land and buildings 15 - (2,169) - (2,169)

TOTAL OTHER COMPREHENSIVE REVENUE AND EXPENSE 161 (952) (1,953) (1,936) (1,197)

Explanations of major variances against budget are provided in note 19.The accompanying notes form part of these financial statements.


STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 31 DECEMBER 2015

Public Retained Revaluation Total Budget Equity Earnings Reserve

CONSOLIDATED $000 $000 $000 $000 $000

AT 1 JANUARY 2014 59,432 35,808 4,630 99,870 99,869

Transfer to retained earnings on disposal of revalued land and buildings1 (201) 201 - 280

Crown contribution2 798 - - 798 -

Return of equity to the Crown3 (792) (792) -

Total comprehensive revenue and expense 15 (2,169) (2,154) (2,011)

AT 31 DECEMBER 2014 59,438 35,622 2,662 97,722 98,138

Total comprehensive revenue and expense 79 808 887 (952)

Return of equity to the Crown4 - - - - (5,000)

Return of equity to the Crown3 - (7) - (7)

Crown contribution5 - 5,000

Transfer to/from retained earnings on disposal of revalued land and buildings6 - (726) 726 - 1,637

AT 31 DECEMBER 2015 59,438 34,968 4,196 98,602 98,823

Explanations of major varIances against budget are provided in note 19.

STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 31 DECEMBER 2015

Public Retained Revaluation Total Equity Earnings Reserve

PARENT $000 $000 $000 $000

AT 1 JANUARY 2014 59,432 37,279 4,630 101,341

Crown contribution2 798 - - 798

Return of equity to the Crown3 (792) - - (792)

Total comprehensive revenue and expense - 771 (2,169) (1,398)

Transfer to retained earnings on disposal of revalued land and buildings1 (201) 201 -

AT 31 DECEMBER 2014 59,438 37,849 2,662 99,949

Return of equity to the Crown3 (7) - - (7)

Total comprehensive revenue and expense (2,018) 808 (1,210)

Transfer to/from retained earnings on disposal of revalued land and buildings6 - (726) 726 -

AT 31 DECEMBER 2015 59,431 35,105 4,196 98,732

1. This relates to the transfer to retained earnings upon disposal of several properties, Spingvale Horticulture property, the Palmerston North Funeral home and restospectively the Terrace House Whanganui.

2 The 2014 Crown Capital Injection relating to the proceeds from the sale of Springvale Horticulture property in Whanganui as set out in the January 2010 Memorandum of Understanding (MOU) as per clauses 4.2 and 4.3

3. The Springvale Horticulture property was sold on behalf of the Crown in 2014 with the sale being paid directly to the Crown. The amount of ($7,000) in 2015 is an adjustment to the 2014 return of equity to the Crown.

4. The 2015 budget assumed that ‘Old Main Campus’ facility in Wanganui was sold on behalf of the Crown in 2014 with the sale being paid directly to the Crown.

5. The 2015 budget assumed the receipt of Crown Capital Injection relating to the proceeds from the sale of the Old Main Campus in Whanganui as set out in the January 2010 Memorandum of Understanding (MOU) as per clauses 4.2 and 4.3

6. This relates to the transfer to retained earnings upon disposal of Student Accommodation property Whanganui.

The accompanying notes form part of these financial statements.


BALANCE SHEETAS AT 31 DECEMBER 2015


Notes $000 $000 $000 $000 $000

ASSETS

CURRENT ASSETS

Cash and cash equivalents 4 4,795 12,519 4,039 4,345 3,604

Receivables and sundry assets 5 10,686 8,696 9,269 10,686 9,252

Other financial assets 7 500 - 3,300 500 3,300

TOTAL CURRENT ASSETS 15,981 21,215 16,608 15,531 16,156

NON CURRENT ASSETS

Investment in jointly controlled entity 8 100 - - - -

Receivables and sundry assets 5 8 7 7 1,219 3,271

Land 9 26,535 23,711 26,861 25,940 26,266

Buildings 9 71,775 69,028 68,029 71,775 68,029

Other plant and equipment 9 7,382 6,470 7,613 7,382 7,613

Intangible assets 10 146 189 264 146 264

TOTAL NON CURRENT ASSETS 105,946 99,405 102,774 106,462 105,443TOTAL ASSETS 121,927 120,620 119,382 121,993 121,599

LIABILITIES

CURRENT LIABILITIES

Trade and other payables 11 3,923 4,139 4,784 3,861 4,774

Employee entitlements 12 3,108 3,144 2,655 3,106 2,655

Interest-bearing loans and borrowings 13 3,878 3,808 3,909 3,878 3,909

Revenue received in advance 14 11,427 9,931 9,570 11,427 9,570

TOTAL CURRENT LIABILITIES 22,336 21,022 20,918 22,272 20,908

NON CURRENT LIABILITIES

Employee entitlements 12 538 488 541 538 541

Interest-bearing loans and borrowings 13 451 287 201 451 201

TOTAL NON-CURRENT LIABILITIES 989 775 742 989 742TOTAL LIABILITIES 23,325 21,797 21,660 23,261 21,650NET ASSETS 98,602 98,823 97,722 98,732 99,949

EQUITY

Public equity 59,438 59,432 59,438 59,431 59,438

Retained earnings 34,968 37,404 35,622 35,105 37,849

Asset revaluation reserve 15 4,196 1,987 2,662 4,196 2,662

TOTAL EQUITY 98,602 98,823 97,722 98,732 99,949



CASH FLOW STATEMENTFOR THE YEAR ENDED 31 DECEMBER 2015


Notes $000 $000 $000 $000 $000

CASH FLOWS FROM OPERATING ACTIVITIES

CASH WAS PROVIDED FROM:

Receipt of government grants 26,796 28,311 27,032 26,796 27,032

Receipt of student tuition fees 18,702 17,148 16,947 18,193 16,947

Receipt of other ancillary revenue 2,075 2,541 4,705 2,454 4,633

Interest received 397 492 417 388 408

47,970 48,492 49,101 47,831 49,020

CASH WAS DISBURSED TO:

Payments to employees 26,289 25,824 26,576 26,289 26,576

Payments to suppliers 18,518 18,018 17,281 18,398 17,179

Net GST (16) (38) (14) (16) (13)

44,791 43,804 43,843 44,671 43,742

NET CASH FLOWS FROM OPERATING ACTIVITIES 4 3,179 4,688 5,258 3,160 5,278

CASH FLOWS FROM INVESTING ACTIVITIES


Proceeds from sale of property, plant and equipment 12 190 33 12 33

Proceeds from disposal of financial assets in the nature of investments 9,700 - 11,500 9,700 11,500

9,712 190 11,533 9,712 11,533


Purchase of property, plant and equipment 5,977 5,228 2,241 5,973 2,241

Purchase of intangible assets 49 100 50 49 50

Purchase of financial assets in the nature of investments 6,900 - 11,900 6,900 11,900

12,926 5,328 14,191 12,922 14,191

NET CASH FLOWS FROM INVESTING ACTIVITIES (3,214) (5,138) (2,658) (3,210) (2,658)

CASH FLOWS FROM FINANCING ACTIVITIES


Proceeds from Capital Contributions from the Crown 791 5,000 - 791 -

791 5,000 - 791 -


Advances to Subsidiaries - - - - 30

Payment of finance lease liabilities - - 2,153 - 2,153

- - 2,153 - 2,183

NET CASH FLOWS FROM FINANCING ACTIVITIES 791 5,000 (2,153) 791 (2,183)

Net increase / (decrease) in cash and cash equivalents 756 4,550 447 741 437

Cash and cash equivalents at the beginning of the period 4,039 7,969 3,592 3,604 3,167

CASH AND CASH EQUIVALENTS AT THE END OF THE PERIOD 4 4,795 12,519 4,039 4,345 3,604



3. REVENUES AND EXPENSES Consolidated Consolidated Parent Parent

2015 2014 2015 2014

$000 $000 $000 $000

(a) Government Grants

Operational bulk grant 25,277 25,706 25,277 25,706

Māori and Pacific Island grant 88 82 88 82

Disabilities special supplementary grant 88 82 88 82

Other tertiary funding 2,761 2,473 2,761 2,473

TOTAL GOVERNMENT GRANTS 28,214 28,343 28,214 28,343

(b) Student Tuition Fee

Domestic student tuition fees 13,592 13,330 13,592 13,330

International student tuition fees 3,165 2,397 3,165 2,397

TOTAL STUDENT TUITION FEES 16,757 15,727 16,757 15,727

(c) Other Revenue

Gain on disposal of property, plant and equipment 299 4 299 4

Other revenue 2,264 2,628 2,149 2,529

TOTAL OTHER REVENUE 2,563 2,632 2,448 2,533

(d) Finance (Costs)/Revenue

Loans and overdrafts - - - -

Finance charges payable under finance leases and hire purchase contracts (56) (99) (56) (99)

TOTAL FINANCE COSTS (ON HISTORICAL COST BASIS) (56) (99) (56) (99)

Interest earned on bank deposits 351 428 342 419

TOTAL FINANCE REVENUE (ON HISTORICAL COST BASIS) 351 428 342 419

e) Employee benefits expense

Wages and salaries 25,877 25,758 25,877 25,759

Councillor remuneration 125 120 125 119

TOTAL EMPLOYEE BENEFITS EXPENSE 26,002 25,878 26,002 25,878

Total remuneration paid to members of UCOL Council is in connection with directing the affairs of the entity. This includes members who are employees of UCOL. Total remuneration paid to members of UCOL council is disclosed separately in note 17.

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 31 DECEMBER 2015


NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 31 DECEMBER 20153. REVENUES AND EXPENSES (CONTINUED) Consolidated Consolidated Parent Parent

2015 2014 2015 2014

$000 $000 $000 $000

(f) Materials and Operations

Minimum lease payments – operating lease 358 331 346 322

Net foreign exchange differences 7 10 - -

Fees to principal auditor: audit fees for financial statement audit 125 127 110 107

Changes in provision for doubtful debts (38) (100) 2,025 (31)

Loss on disposal of property, plant and equipment 52 41 52 41

Defined contribution plan employer contribution 622 600 622 600

Impairment other - 12 - 12

Educational development costs 521 634 521 634

Educational delivery costs 6,341 6,807 6,341 6,807

Occupancy costs 3,177 3,359 3,161 3,344

Educational support costs 5,395 5,123 5,263 5,024

TOTAL MATERIALS AND OPERATIONS 16,560 16,944 18,441 16,860

(g) Separately disclosed items - Revenue

Impairment of investment in jointly controlled entity 31 - - -

Building option investigation and implementation- gain on extinguishment of lease liability7 - 1,823 - 1,823

Whanganui flood damage - insurance proceeds 273 - 273 -

TOTAL SEPARATELY DISCLOSED ITEMS - REVENUE 304 1,823 273 1,823

(h) Separately disclosed items - expenses

Integration and development - other expenses 52 57 52 57

Change management costs - wages and salaries 733 509 733 509

Change management costs - other expenses 683 538 683 538

Safer UCOL buildings costs - wages and salaries 2 1 2 1

Safer UCOL buildings costs - minimum lease payments - operating lease 100 100 100 100

Safer UCOL buildings costs - other expenses 140 211 140 211

Building option investigation and implementation- other expenses - (93) - (93)

Building option investigation and implementation- finance charges payable under finance leases - 75 - 75

Building option investigation and implementation- depreciation expense - 26 - 26

Impairment of investment in jointly controlled entity - 346 - -

Whanganui flood damage - other expenses 243 - 243 -

Whanganui flood damage - gain on disposal of property, plant and equipment 30 - 30 -

TOTAL SEPARATELY DISCLOSED ITEMS - EXPENSES 1,983 1,770 1,983 1,424

Integration and Development Costs

Integration costs incorporate the operational costs associated with the consolidation of tertiary education delivery in Whanganui from seven campuses to two principal sites.

Development costs incorporate the transitional operating costs directly associated with the development of an innovative and cross sector collaborative approach to educational delivery, and shared services model for tertiary students in Whanganui.

7. The gain on extinguishment of lease liabilty relates to the exit from leases associated with legacy building facilties in Whanganui.


4. CASH AND CASH EQUIVALENTS Consolidated Consolidated Parent Parent

2015 2014 2015 2014

$000 $000 $000 $000

Cash at bank and in hand 2,558 1,655 2,108 1,220

Short-term deposits 2,237 2,384 2,237 2,384

TOTAL CASH AND CASH EQUIVALENTS 4,795 4,039 4,345 3,604

Cash at bank and in hand earns interest at floating rates based on daily bank deposit rates. Short-term deposits are made for varying periods of between one day and three months depending on the immediate cash requirements of the group, and earn interest at the respective short-term deposit rates.

The carrying value of cash at bank and short term deposits with maturities less than three months approximates their fair value. The total value of cash and cash equivalents that can be used only for a specified purpose as outlined in the relevant trust deeds is $1,406,000 (2014 $364,000).

3. REVENUES AND EXPENSES (CONTINUED)

Change Management Costs

Change management costs were incurred in making adjustments to UCOL’s cost structures in an effort to reduce the level of cross-subsidisation between UCOL’s campuses. Change management costs were incurred in making adjustments to UCOL’s cost structures in response to changes in government funding in 2014.

Safer UCOL Buildings Costs

Following the 4 September 2010 earthquake in Christchurch, UCOL Management initiated Seismic Reports of UCOL campuses through its architects (using consulting engineers). As a result of the investigation UCOL commenced a Safer UCOL Buildings Project and embarked on a plan to either strengthen, lock down, or demolish and redevelop the various buildings identified by the review as having a high earthquake risk. Safer UCOL buildings costs incorporates the operational costs associated with Safer UCOL Buildings Project.

Building Option Investigation and Implementation

Building Option Investigation and implementation costs are incurred in relation to the legacy building facilities.

Impairment of Investment in Jointly Controlled Entity

At 31 December 2015 the value of the investment Le Cordon Bleu New Zealand Institute Limited Partnership was impaired down to market value $100,000 (2014 $nil)

Whanganui Flood Damage

Whanganui Flood Damage relates to the cost associated with the recent weather event and associated Insurance receipts.




4. CASH AND CASH EQUIVALENTS (CONTINUED)

Reconciliation of cash for the purpose of the cash Consolidated Consolidated Parent Parentflow statement 2015 2014 2015 2014

$000 $000 $000 $000For the purpose of the cash flow statement, cash and cash equivalents comprise the following as at 31 December 2015:

Cash at bank and in hand 2,558 1,655 2,108 1,220

Short-term deposits 2,237 2,384 2,237 2,384

4,795 4,039 4,345 3,604

Reconciliation from the net surplus to the net cash flows from operations

NET SURPLUS / (DEFICIT) FOR THE PERIOD 87 15 (2,018) 771

Adjustments for:

Depreciation 3,425 3,630 3,425 3,630

Amortisation 145 183 145 183

Impairment losses - 358 - 12

Share of jointly controlled entity surplus / deficit (100) 434 - -

Other non cash items (5) 22 (3) 22

3,465 4,627 3,567 3,847

Add / (less) items classified as investing or financing activities:

Loss on disposal of property, plant and equipment 82 41 82 41

(Gain) on disposal of property, plant and equipment (299) (4) (299) (4)

(217) 37 (217) 37

Changes in assets and liabilities:

(Increase) / decrease in trade and other receivables (1,659) (802) 385 (773)

(Increase) / decrease in prepayments 97 (143) 87 (133)

Increase / (decrease) in trade and other payables (898) 794 (948) 800

Increase / (decrease) in employee entitlements 448 (187) 448 (187)

Increase / (decrease) in GST 16 14 16 13

Increase / (decrease) in revenue received in advance 1,840 970 1,840 970

Increase / (decrease) in provisions - (67) - (67)

(156) 579 1,828 623 NET CASH FROM OPERATING ACTIVITIES 3,179 5,258 3,160 5,278


5. RECEIVABLES AND SUNDRY ASSETS Consolidated Consolidated Parent Parent

2015 2014 2015 2014

$000 $000 $000 $000

CURRENT

Student and organisation receivables 9,167 8,658 9,167 8,658

Other receivables 597 43 597 36

Interest receivables 6 52 6 52

Prepayments -operating 315 412 315 401

Prepayments -capital 361 - 361 -

Inventory 336 238 336 239

Provision for doubtful debts (96) (134) (96) (134)

TOTAL CURRENT 10,686 9,269 10,686 9,252

NON CURRENT

Related party receivables:

UCOL International Limited - - 504 506

Minerva International Education Limited - - 502 509

UCOL School of International Cuisine Studies Limited - - 3,179 3,166

UCOL Developments Limited - - 632 629

UCOL Holdings Limited - - 132 128

Southern North Island Education Development Trust - - - -

Provision for doubtful debts - - (3,730) (1,667)

TOTAL RELATED PARTY RECEIVABLES - - 1,219 3,271

Prepayments - operating 8 7 - -

TOTAL NON CURRENT 8 7 1,219 3,271

TOTAL RECEIVABLES AND SUNDRY ASSETS 10,694 9,276 11,905 12,523

Student Fees are non-interest bearing and generally should be paid on enrolment and no later than at graduation. For terms and conditions relating to related party receivables refer to note 17. The fair value of receivables is $10,893,000 (2014:$8,619,000).

The provision for doubtful debts is based on a mix of assumptions driven by historical trends and specific review of debtor balances. The provision is calculated using a multi step process. In step one, all debtors who have debt 90 days and over are identified. It is assumed all debt from these debtors is unlikely to be collected. In step two, debtors identified in step one are reviewed for evidence of any action in progress which is likely to result in the payment of the debt and as a consequence, an opinion is formed as to whether the debt is collectable. Step three involves amending the provision to take account of the opinion formed in step two.




5. RECEIVABLES AND SUNDRY ASSETS (CONTINUED)

The ageing profile student debt at year end detailed below: CONSOLIDATED AND PARENT Gross Impairment Net Gross Impairment Net

2015 2015 2015 2014 2014 2014

$000 $000 $000 $000 $000 $000

Not past due 8,847 - 8,847 7,117 - 7,117

0 to 30 days 41 - 41 52 2 50

30 to 60 days 12 10 2 9 8 1

60 to 90 days 33 12 21 11 9 2

90 to 120 days 27 8 19 17 16 1

> 120 days 132 49 83 106 94 12

TOTAL STUDENT RECEIVABLES 9,092 79 9,013 7,312 129 7,183

The ageing profile of organisation receivables at year end detailed below:

CONSOLIDATED AND PARENT Gross Impairment Net Gross Impairment Net

2015 2015 2015 2014 2014 2014

$000 $000 $000 $000 $000 $000

Not past due 39 - 39 1,123 - 1,123

0 to 30 days 6 - 6 86 - 86

30 to 60 days 4 - 4 29 3 26

60 to 90 days 2 1 1 83 - 83

90 to 120 days - - - 5 - 5

> 120 days 24 16 8 20 2 18

TOTAL ORGANISATION RECEIVABLES 75 17 58 1,346 5 1,341

The ageing profile of related party receivables at year end detailed below:

PARENT Gross Impairment Net Gross Impairment Net

2015 2015 2015 2014 2014 2014

$000 $000 $000 $000 $000 $000

0 to 30 days ( 40) ( 42) 2 - - -

30 to 60 days 19 15 4 2 2 -

> 120 days 4,970 3,757 1,213 4,936 1,665 3,271

TOTAL RELATED PARTY RECEIVABLES 4,949 3,730 1,219 4,938 1,667 3,271

Movements in the provision for impairment are as follows: Consolidated Consolidated Parent Parent

2015 2014 2015 2014

$000 $000 $000 $000

At 1 January 2015 134 234 1,801 1,832

Additional provisions made during the year 1 179 2,064 248

Receivables written off during the period (39) (279) (39) (279)

TOTAL PROVISION FOR DOUBTFUL DEBTS AS AT 31 DECEMBER 2015 96 134 3,826 1,801


6. PROPERTIES HELD FOR SALE

Other Properties

As at 31 December 2015 UCOL had $nil (2014: $nil) properties which met the definition of ‘held for sale’ as defined under NZ IFRS 5 Non-current Assets Held for Sale and Discontinued Operations. UCOL does however have ownership, leasehold and equitable interests in land and buildings which are at various stages of being prepared for sale or transfer. The assets are being prepared for sale because they are no longer required for continued use in UCOL’s operations as a result of either educational provision utilising those assets ceasing, or the assets being replaced. The assets being prepared for sale have a carrying value of $6,076,000 at 31 December 2015 (2014: $6,130,000) and have been reviewed for impairment.

7. OTHER FINANCIAL ASSETS Consolidated Consolidated Parent Parent 2015 2014 2015 2014

$000 $000 $000 $000

CURRENT

Term deposits with maturities greater than 3 months and remaining duration less than 12 months 500 3,300 500 3,300

TOTAL OTHER FINANCIAL ASSETS 500 3,300 500 3,300

Term Deposits

Term deposits maturing over three months from date of acquisition are all at fixed rates. The weighted average rate secured as at the end of 2015 is 4.24% for group and parent (2014: 4.28% group and parent). The carrying amount of term deposits approximates their fair value

Shares in Unlisted Entities

Unlisted shares are carried at cost less impairment because either the fair value of the investment cannot be reliably determined us-ing a standardised valuation technique or due to cost not being materially different to fair value. There were no impairment provisions for financial assets. None of the financial assets are past due or impaired.

Parent Interest in Subsidiaries

% Shareholding $ Value of Shareholding

Subsidiary Shareholding 2015 2014 2015 2014

UCOL Holdings Limited 10 $1 shares 100 100 10 10

Minerva International Education Limited 100 $1 shares 100 100 - -



8. INVESTMENT IN JOINTLY CONTROLLED ENTITY

The group invested in Le Cordon Bleu New Zealand Institute Limited Partnership in 2010. It holds a partnership interest of 33% and is entitled to a profit share of 43.15%. The partnership was established to provide tertiary education in the area of Gastronomy, Hospitality and Management within New Zealand.

The group also holds a 50% interest in Cybus, an unincorporated joint venture. Cybus was established to deliver academic and support services to Le Cordon Bleu New Zealand Institute Limited Partnership under a service level agreement.

2015 2014 2015 2014

$000 $000 $000 $000

Investment in jointly controlled entity

Balance at 1 January 2014 - 780 - -

New investments during the year - - - -

Disposal of investments during the year - - - -

Dilution gain / (loss) - - - -

Impairment of investment 31 (346) - -

Share of total comprehensive revenue 69 (434) - -

TOTAL INVESTMENT IN JOINTLY CONTROLLED ENTITY 100 - - -

2015 2014 2015 2014

Summarised financial information of jointly controlled entity (presented on a gross basis): $000 $000 $000 $000

Assets 1,871 1,914 398 240

Liabilities 1,554 1,649 398 240

Revenues 1,969 1,372 1,634 1,220

Surplus / (deficit) for the period 69 (434) 0 -

Partnership Interest 33.00% 33.00% 50.00% 50.00%

Profit Share 43.15% 43.15% 50.00% 50.00%

Company’s contingent liabilities incurred in relation to the joint venture - 3,000 - -

Company’s share of the contingent liabilities of the joint venture - - - -

Other venturers’ contingent liabilities that the Company is liable for - - - -

Company’s capital commitments incurred in relation to the joint venture - - - -

Company’s share of the capital commitments of the joint venture - -

Company’s share of the contingent assets of the joint venture - - - -

At 31 December 2014 the value of the investment in Le Cordon Bleu New Zealand Institute Limited Partnership was impaired down to $nil due to forecasted future results.

A surplus was achieved in 2015, and at 31 December 2015 the value of the investment Le Cordon Bleu New Zealand Institute Limited Partnership was increased to market value.


Le Cordon Bleu New Zealand Institute Limited

Partnership

Le Cordon Bleu New Zealand Institute Limited

Partnership

Cybus

Cybus


9. PROPERTY, PLANT AND EQUIPMENT

CONSOLIDATED 1 Jan 2015 1 Jan 2015 1 Jan 2015 31 Dec 2015 31 Dec 2015 31 Dec 2015 Cost or Accumulated Net Cost or Accumulated Net Fair Value Depreciation Carrying Fair Value Depreciation Carrying & Impairment Value & Impairment Value

$000 $000 $000 $000 $000 $000

YEAR ENDED 31 DECEMBER 2015

Land8 27,200 (339) 26,861 26,535 - 26,535

Buildings8 83,936 (15,907) 68,029 71,775 0 71,775

Capitalised Finance Lease Buildings8 - 0 0 - 0 0

Leasehold Improvements 930 (662) 268 1,140 (815) 325

Plant and Equipment 13,548 (9,678) 3,870 13,735 (9,832) 3,903

Capitalised Finance Lease Equipment 1,773 (1,255) 518 1,816 (1,069) 747

Motor Vehicles 824 (422) 402 848 (505) 343

Library Books 4,066 (2,804) 1,262 4,207 (2,939) 1,268

Work in Progress 2,468 (1,175) 1,293 796 - 796

TOTAL PROPERTY, PLANT 134,745 (32,242) 102,503 120,852 (15,160) 105,692 AND EQUIPMENT

CONSOLIDATED 1 Jan 2014 1 Jan 2014 1 Jan 2014 31 Dec 2014 31 Dec 2014 31 Dec 2014 Cost or Accumulated Net Cost or Accumulated Net Fair Value Depreciation Carrying Fair Value Depreciation Carrying & Impairment Value & Impairment Value

$000 $000 $000 $000 $000 $000


Land8 27,870 (339) 27,531 27,200 (339) 26,861

Buildings8 81,916 (11,130) 70,786 83,936 (15,907) 68,029

Capitalised Finance Lease Buildings8 1,666 (902) 764 - 0 0

Leasehold Improvements 950 (451) 499 930 (662) 268


Capitalised Finance Lease Equipment 1,691 (853) 838 1,773 (1,255) 518

Motor Vehicles 860 (348) 512 824 (422) 402

Library Books 3,956 (2,668) 1,288 4,066 (2,804) 1,262

Work in Progress 733 - 733 2,468 (1,175) 1,293

TOTAL PROPERTY, PLANT 133,288 (25,990) 107,298 134,745 (32,242) 102,503 AND EQUIPMENT




9. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

PARENT 1 Jan 2015 1 Jan 2015 1 Jan 2015 31 Dec 2015 31 Dec 2015 31 Dec 2015 Cost or Accumulated Net Cost or Accumulated Net Fair Value Depreciation Carrying Fair Value Depreciation Carrying & Impairment Value & Impairment Value

$000 $000 $000 $000 $000 $000


Land8 26,605 (339) 26,266 25,940 - 25,940

Buildings8 83,936 (15,907) 68,029 71,775 - 71,775

Capitalised Finance Lease Buildings8 - - - - - -

Leasehold Improvements 930 (662) 268 1,140 (815) 325


Capitalised Finance Lease Equipment 1,773 (1,255) 518 1,816 (1,069) 747

Motor Vehicles 824 (422) 402 848 (505) 343

Library Books 4,066 (2,804) 1,262 4,207 (2,939) 1,268

Work in Progress 2,468 (1,175) 1,293 796 - 796

TOTAL PROPERTY, PLANT AND EQUIPMENT 134,150 (32,242) 101,908 120,257 (15,160) 105,097

PARENT 1 Jan 2014 1 Jan 2014 1 Jan 2014 31 Dec 2014 31 Dec 2014 31 Dec 2014 Cost or Accumulated Net Cost or Accumulated Net Fair Value Depreciation Carrying Fair Value Depreciation Carrying & Impairment Value & Impairment Value

$000 $000 $000 $000 $000 $000


Land8 27,275 (339) 26,936 26,605 (339) 26,266

Buildings8 81,916 (11,130) 70,786 83,936 (15,907) 68,029

Capitalised Finance Lease Buildings7 1,666 (902) 764 - - -

Leasehold Improvements 950 (451) 499 930 (662) 268


Capitalised Finance Lease Equipment 1,691 (853) 838 1,773 (1,255) 518

Motor Vehicles 860 (348) 512 824 (422) 402

Library Books 3,956 (2,668) 1,288 4,066 (2,804) 1,262

Work in Progress 733 - 733 2,468 (1,175) 1,293

TOTAL PROPERTY, PLANT AND EQUIPMENT 132,693 (25,990) 106,703 134,150 (32,242) 101,908

8. Land and buildings are carried at fair value. All other assets are carried at cost.



CONSOLIDATED 1 Jan 2015 31 Dec 2015 Net Held Net Carrying Disposals for Carrying Value Additions & Transfers Revaluations Sale Depreciation9 Impairment Value

$000 $000 $000 $000 $000 $000 $000 $000


Land8 26,861 - - (326) - - - 26,535

Buildings8 68,029 1,052 3,352 1,134 - (1,792) - 71,775 Capitalised Finance Lease Buildings8 0 - - - - - - 0

Leasehold Improvements 268 210 - - - (153) - 325

Plant and Equipment 3,870 765 47 - - (779) - 3,903

Capitalised Finance Lease Equipment 518 686 - - - (457) - 747

Motor Vehicles 402 89 (39) - - (109) - 343

Library Books 1,262 143 (2) - - (135) - 1,268

Work in Progress 1,293 3,445 (3,942) - - - - 796

TOTAL PROPERTY, PLANT 102,503 6,390 (584) 808 - (3,425) - 105,692 AND EQUIPMENT

1 Jan 2014 31 Dec 2014 Net Held Net Carrying Disposals for Carrying Value Additions & Transfers Revaluations Sale Depreciation9 Impairment Value

$000 $000 $000 $000 $000 $000 $000 $000


Land8 27,531 - (670) - - - - 26,861

Buildings8 70,786 515 610 - - (1,832) (2,050) 68,029

Capitalised Finance Lease Buildings8 764 - (726) - - (38) - 0

Leasehold Improvements 4,347 413 (53) - - (837) - 3,870

Plant and Equipment 4,720 626 (95) - - (904) - 4,347


Motor Vehicles 512 23 (1) - - (132) - 402

Library Books 1,288 116 (5) - - (137) - 1,262

Work in Progress 733 1,735 (1,056) - - - (119) 1,293

TOTAL PROPERTY, PLANT 107,298 2,937 (1,907) - - (3,656) (2,169) 102,503 AND EQUIPMENT




PARENT 1 Jan 2015 31 Dec 2015 Net Held Net Carrying Disposals for Carrying Value Additions & Transfers Revaluations Sale Depreciation9 Impairment Value

$000 $000 $000 $000 $000 $000 $000 $000


Land8 26,266 - - (326) - - - 25,940

Buildings8 68,029 1,052 3,352 1,134 - (1,792) - 71,775

Capitalised Finance Lease Buildings8 - - - - - - - -

Leasehold Improvements 268 210 - - - (153) - 325

Plant and Equipment 3,870 765 47 - - (779) - 3,903


Motor Vehicles 402 89 (39) - - (109) - 343

Library Books 1,262 143 (2) - - (135) - 1,268

Work in Progress 1,293 3,445 (3,942) - - - - 796

TOTAL PROPERTY, PLANT 101,908 6,390 (584) 808 - (3,425) - 105,097 AND EQUIPMENT

1 Jan 2014 31 Dec 2014 Net Held Net Carrying Disposals for Carrying Value Additions & Transfers Revaluations Sale Depreciation9 Impairment Value

$000 $000 $000 $000 $000 $000 $000 $000


Land8 26,936 - (670) - - - - 26,266

Buildings8 70,786 515 610 - - (1,832) (2,050) 68,029

Capitalised Finance Lease Buildings8 764 - (726) - - (38) - -

Leasehold Improvements 499 - (6) - - (225) - 268

Plant and Equipment 4,347 413 (53) - - (837) - 3,870


Motor Vehicles 512 23 (1) - - (132) - 402

Library Books 1,288 116 (5) - - (137) - 1,262

Work in Progress 733 1,735 (1,056) - - - (119) 1,293

TOTAL PROPERTY, PLANT 106,703 2,937 (1,907) - - (3,656) (2,169) 101,908 AND EQUIPMENT

8. Land and buildings are carried at fair value. All other assets are carried at cost.9. The total depreciation charge of $3,425,000 (2014: $3,655,000) includes $nil (2014: $26,000) which is disclosed under note 3(g).




Revaluations

An independent valuation was obtained to determine the fair value of land and buildings. Fair value is determined by reference to an open market basis, being the amount for which the assets could be exchanged between a knowledgeable willing buyer and a knowledgeable willing seller in an arm's length transaction at the valuation date for land and buildings of a non-educationally specific nature. Where buildings have been designed specifically for educational purposes they are valued at depreciated replacement cost which is considered to reflect fair value for such assets.

Land and buildings were revalued by G Dowse, independent registered valuer, of the firm Blackmore Group. The effective date of the valuation was 31 December 2015, and the total consolidated fair value at that date was $98,310,000 (parent: $97,715,000).

Crown Owned Land and Buildings

Land and buildings with a carrying amount of $71,836,000 (2014: $71,722,000) included in property, plant and equipment are owned by the Crown. These were first recognised on 31 December 1992. Although legal title has not been transferred, UCOL has assumed all normal risks and rewards of ownership.

Capitalised Finance Leases

UCOL leases certain land and buildings, and plant and equipment under a number of finance lease arrangements. At 31 December 2015, the carrying value of land and buildings held under finance lease was $nil (2014: $nil), and the carrying value of plant and equipment held under finance lease was $747,000 (2014: $518,000). The leased assets are pledged as security for the related finance lease liabilities (note 12).

Impairment Charge

The impairment charge of $2,169,000 in 2014 reflects the write-down in value of some Whanganui buildings to fair value. This impairment charge has been recognised in the Revaluation Reserve under Other Comprehensive Revenue and Expense.

Residual Values

In 2010 UCOL adopted residual values for various land and buildings which were being prepared for sale or transfer, but which at 1 January 2010 did not meet the definition of 'held for sale' under NZ IFRS 5 Non-current Assets Held for Sale and Discontinued Operations (refer note 6)

Restrictions on Title

Under the Education Act 1989, the Institute and group is required to obtain the consent from the Ministry of Education to dispose of or sell property where the value of the property exceeds an amount determined by the Minister.


10. INTANGIBLE ASSETS Consolidated Consolidated Consolidated Parent Parent Parent Course Course Computer Development Computer Development Software Costs Total Software Costs Total

$000 $000 $000 $000 $000 $000

AT 1 JANUARY 2014

Cost (gross carrying amount) 5,571 41 5,612 5,571 41 5,612

Accumulated amortisation (5,223) (38) (5,261) (5,223) (38) (5,261)

OPENING NET CARRYING AMOUNT 348 3 351 348 3 351

YEAR ENDED 31 DECEMBER 2014 Opening net carrying amount 348 3 351 348 3 351

Additions 103 - 103 103 - 103

Disposals (7) - (7) (7) - (7)

Amortisation (180) (3) (183) (180) (3) (183)

CLOSING NET CARRYING AMOUNT 264 - 264 264 - 264



10. INTANGIBLE ASSETS (CONTINUED) Consolidated Consolidated Consolidated Parent Parent Parent Course Course Computer Development Computer Development Software Costs Total Software Costs Total

$000 $000 $000 $000 $000 $000

AT 1 JANUARY 2015 Cost (gross carrying amount) 5,558 41 5,599 5,558 41 5,599


OPENING NET CARRYING AMOUNT 264 - 264 264 - 264

YEAR ENDED 31 DECEMBER 2015 Opening net carrying amount 264 - 264 264 - 264

Additions 27 - 27 27 - 27

Disposals - - - - - -

Amortisation (145) - (145) (145) - (145)

CLOSING NET CARRYING AMOUNT 146 - 146 146 - 146

AT 31 DECEMBER 2015 Cost (gross carrying amount) 5,522 41 5,563 5,522 41 5,563


NET CARRYING AMOUNT 146 - 146 146 - 146

The intangible assets reported above are acquired assets.

Restrictions on Title

There are no restrictions over the title of any intangible assets, nor are any intangible assets pledged as security for liabilities.

11. TRADE AND OTHER PAYABLES Consolidated Consolidated Parent Parent 2015 2014 2015 2014 $000 $000 $000 $000Payables under exchange transactions

Trade payables - Operating 2,672 3,588 2,609 3,571

Trade payables - Capital 136 98 136 98

Total payables under exchange transactions 2,808 3,686 2,745 3,669

Payables under non-exchange transactions

GST Payable 1,115 1,098 1,116 1,098

3,923 4,784 3,861 4,767

Subsidiaries (related party payable) - - - 7

TOTAL TRADE AND OTHER PAYABLES 3,923 4,784 3,861 4,774

Trade payables are non-interest bearing and are normally settled on 30-day terms, therefore the carrying value of creditors and other payables approximates their fair value. For terms and conditions relating to related parties refer to note 17.



12. EMPLOYEE ENTITLEMENTS Consolidated Consolidated Parent Parent 2015 2014 2015 2014

$000 $000 $000 $000Accrued wages and salaries 1,104 829 1,104 829

Annual leave 1,794 1,628 1,792 1,628

Sick leave 63 70 63 70

Long service leave 1 2 1 2

Retirement gratuities 684 667 684 667

TOTAL EMPLOYEE ENTITLEMENTS 3,646 3,196 3,644 3,196

COMPRISING:

Current portion 3,108 2,655 3,106 2,655

Non current portion 538 541 538 541

TOTAL EMPLOYEE ENTITLEMENTS 3,646 3,196 3,644 3,196

Employee Entitlements

A provision is recognised for post employment benefits payable to employees. This provision is affected by a number of assumptions including expected length of service, attrition rate and salary increase. Employees are entitled to annual leave and long service leave and retirement gratuities. Annual leave and sick leave entitlements expected to be settled within 12 months of the balance sheet date are measured at the current rates of pay and classified as current liabilities. Entitlements related to long service leave and retirement gratuities have been calculated at present value of future cash flows determined on an actuarial basis.

13. INTEREST-BEARING LOANS AND BORROWINGS

Consolidated Consolidated Parent Parent

Effective

Interest rate 2015 2014 2015 2014

(%) Maturity $000 $000 $000 $000

CURRENT

Obligations under finance leases (Equipment) 7.4 2016 321 352 321 352

Ministry of Education 0.0 On demand 3,557 3,557 3,557 3,557

TOTAL CURRENT 3,878 3,909 3,878 3,909

NON CURRENT

Obligations under finance leases (Equipment) 7.4 2017-2019 451 201 451 201

TOTAL NON CURRENT 451 201 451 201

Ministry Of Education Capital Injection

The amounts identified as repayable to the Ministry of Education form part of the Ministry of Education Capital Injection Agreement of 7 October 1996, Variation No.1 of 28 September 1998 and Variation No. 2 of 30 June 2004. Variation No. 1 required UCOL to compen-sate the Crown for retaining certain lands included in the New City Campus. As the value of these lands was already incorporated into the financial statements the compensation is essentially a return of equity. Accordingly Equity was reduced by $1,156,600 and the Current Portion of Term Liabilities was increased by $1,156,600 to reflect this obligation. Variation No. 2 provided for UCOL to return land at 165 Grey Street, Palmerston North to the Crown and in compensation for the Crown to forgive $2,600,000 of the repayable Ministry of Education Capital Injection.

The carrying amount of the Ministry of Education Capital Injection is approximate to its fair value because the interest rate is 0% and the loan is repayable on demand.

Description of Material Leasing Arrangements

UCOL has entered into finance leases for various items of equipment. The net carrying amount of the leased items within the class of plant and equipment is shown in note 9. The finance leases can be renewed at UCOL’s option. At the end of the lease term, UCOL has the option to purchase the equipment. There are no restrictions placed on UCOL by any of the finance leasing arrangements.



13. INTEREST-BEARING LOANS AND BORROWINGS (CONTINUED)

ANALYSIS OF FINANCE LEASE LIABILITIES Consolidated Consolidated Parent Parent 2015 2014 2015 2014 $000 $000 $000 $000

TOTAL MINIMUM LEASE PAYMENTS ARE PAYABLE:

Not later than one year 366 381 366 381

Later than one year and not later than five years 487 212 487 212

Later than five years 0 0 0 0

TOTAL MINIMUM LEASE PAYMENTS 853 593 853 593

Future finance charges (81) (39) (81) (39)

PRESENT VALUE OF MINIMUM LEASE PAYMENTS 772 554 772 554

PRESENT VALUE OF MINIMUM LEASE PAYMENTS ARE PAYABLE:

Not later than one year 321 353 321 353

Later than one year and not later than five years 451 201 451 201

Later than five years - - - -

TOTAL PRESENT VALUE OF MINIMUM LEASE PAYMENTS 772 554 772 554

Current 321 353 321 353

Non current 451 201 451 201

TOTAL PRESENT VALUE OF MINIMUM LEASE PAYMENTS 772 554 772 554

Fair Value

The fair value of finance lease is $811,000 (2014:$605,000). The fair value has been determined using contractual cash flows discounted based on market borrowing rates at balance date of 3.50% (2014:4.42%).

14. REVENUE RECEIVED IN ADVANCE Consolidated Consolidated Parent Parent 2015 2014 2015 2014

$000 $000 $000 $000CURRENT

Student fees 11,427 9,570 11,427 9,570

TOTAL REVENUE RECEIVED IN ADVANCE 11,427 9,570 11,427 9,570



15. ASSET REVALUATION RESERVE Consolidated Consolidated Parent Parent 2015 2014 2015 2014

$000 $000 $000 $000

AT 1 JANUARY 2015 2,662 4,630 2,662 4,630

Transfer to retained earnings on disposal 726 201 726 201

Revaluation of land and building 808 - 808 -

Impairment charge on revalued land and buildings - (2,169) - (2,169)

TOTAL ASSET REVALUATION RESERVE AT 31 DECEMBER 2015 4,196 2,662 4,196 2,662

The asset revaluation reserve is used to record increments and decrements in the fair value of land and buildings to the extent that they offset one another.

The impairment charge of $2,169,000 in 2014 reflects the write-down in value of some Whanganui buildings to fair value.

Refer to note 9 Property, Plant and Equipment for further information.

16. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES

Financial Instrument CategoriesThe carrying amounts of financial instruments presented in the Statement of Financial Position relate to the following categories of assets and liabilities:


2015 2014 2015 2014

$000 $000 $000 $000

FINANCIAL ASSETS Loans and Receivables Cash and cash equivalents 5,287 7,333 4,842 6,902

Receivables 9,674 8,619 9,674 8,612

Loans to related parties - - 3,279 3,271

TOTAL LOANS AND RECEIVABLES 14,961 15,952 17,795 18,785

FINANCIAL LIABILITIES Financial Liabilities measured at Amortised Cost Trade and other payables 3,923 4,784 3,861 4,774

Ministry of Education capital injection 3,557 3,557 3,557 3,557

TOTAL FINANCIAL LIABILITIES MEASURED AT AMORTISED COST 7,480 8,341 7,418 8,331

Financial Instruments Risk UCOL’s activities expose it to a variety of financial risks, including market risk, credit risk, and liquidity risk. The UCOL Council has approved policies to manage those financial risks and to authorise the use of various financial instruments. These policies do not allow any transactions that are speculative in nature to be entered into. UCOL is risk averse and seeks to minimise exposure from financial instruments.

(i) Market risk

Cash flow interest rate risk Cash flow interest rate risk is the risk that the cash flows from a financial instrument will fluctuate because of changes in market interest rates. Investments and borrowings issued at variable interest rates expose UCOL to cash flow interest rate risk.

UCOL’s policy is to manage interest rate risk by utilising fixed term interest funding periods. 100% of debt should be in fixed interest rates for periods of no less than 30 days. Where possible the expiry of funding periods should be spread throughout a borrowing period.

Sensitivity analysis

If interest rates on Investments at 31 December 2015 had fluctuated by plus or minus 1.0%, the effect would have been to increase/decrease the net surplus / (deficit) for the period by $90,000 (2014:$115,000). Interest rates on short term deposits ranged from 1.50% to 4.80% (2014: 2.50% to 4.80%).



16. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (CONTINUED)

Currency risk Currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate due to changes in foreign exchange rates.

UCOL has transactional currency exposures. Such exposure largely arises from purchases by UCOL’s libraries in currencies other than UCOL’s functional currency. Minerva International Education Limited makes payments in relation to the running of a liaison office in India in Indian rupees. The payments are made from an Indian bank account which is funded by deposits from Minerva’s New Zealand bank account on a periodic basis. UCOL believes it’s exposure to currency risk is minimal.

Other price risk

Other price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices (other than those arising from interest rate risk or currency risk), whether those changes are caused by factors specific to the individual financial instrument or its issuer, or factors affecting all similar financial instruments traded in the market. UCOL believes it’s exposure to other price risk is minimal.

(ii) Credit risk

Credit risk is the risk that a third party will default on its obligation to UCOL, causing it to incur a loss.

UCOL has no significant concentrations of credit risk, as it has a large number of credit customers, mainly students, and it is a policy of UCOL to withhold academic results until outstanding fees are paid. With the exception of student fees, UCOL trades only with recognised creditworthy third parties. Receivable balances are monitored on an ongoing basis with the result that UCOL’s exposure to bad debts is not significant.

In the normal course of business, UCOL is exposed to credit risk from cash and term deposits with banks, receivables, and available-for-sale financial assets. For each of these, the maximum credit exposure is best represented by the carrying amount in the statement of financial position.

It is the policy of Council that Investment Funds (being cash held which is surplus to current requirements, including repayment of debt) are invested in accordance with the Education Act 1989 and Public Finance Act 1989 without requiring ministerial approval. This policy limits investment deposits with registered banks and public securities. In addition, the policy limits the amount of credit exposure to any one institution or organisation.

UCOL only invests funds with those entities which have a Standard and Poor’s credit rating of at least A – . Accordingly, the Consolidated does not require any collateral or security to support these financial instruments. There are no significant concentrations of credit risk within UCOL.

UCOL holds no collateral or other credit enhancements for financial instruments that give rise to credit risk. Credit Quality of Financial Assets

The credit quality of financial assets that are neither past due nor impaired can be assessed by reference to Standard and Poor’s credit ratings (if available) or to historical information about counterparty default rates:


2015 2014 2015 2014

$000 $000 $000 $000

COUNTERPARTIES WITH CREDIT RATINGS Cash at bank and term deposits

AA- 3,770 5,003 3,337 5,003

A+ 513 1,830 501 1,830

A 1,004 500 1,004 500

TOTAL CASH AT BANK AND TERM DEPOSITS 5,287 7,333 4,842 7,333

COUNTERPARTIES WITHOUT CREDIT RATINGS Loans to related parties

Existing counterparty with no defaults in the past - - 1,219 3,271

Existing counterparty with defaults in the past - - - -

TOTAL LOANS TO RELATED PARTIES - - 1,219 3,271

Receivables

Existing counterparty with no defaults in the past 9,674 9,256 9,674 8,612

Existing counterparty with defaults in the past - - - -

TOTAL RECEIVABLES 9,674 9,256 9,674 8,612



(iii) Liquidity risk

Management of liquidity risk

Liquidity risk is the risk that UCOL will encounter difficulty raising liquid funds to meet commitments as they fall due. Prudent liquidity risk management implies maintaining sufficient cash and the ability to close out market positions.

UCOL mostly manages liquidity risk by continuously monitoring forecast and actual cash flow requirements. UCOL’s objective is to maintain a balance between continuity of funding and flexibility through the use of bank loans, finance leases and hire purchase contracts.

Credit facilities

UCOL and UCOL School of International Cuisine Studies Limited have jointly provided a guarantee to BNZ to the value of nil (2014: $3,000,000) on behalf of Le Cordon Bleu New Zealand Institute Limited Partnership. The Le Cordon Bleu New Zealand Institute is currently in a start-up phase and is expected to take a minimum of five years from inception to establish revenue streams capable of supporting the full operations of the Institute.

Contractual maturity analysis of financial liabilities

The table below analyses financial liabilities into relevant maturity groupings based on the remaining period at balance date to the contractual maturity date. Future interest payments on floating rate debt are based on the floating rate of the instrument at balance date. The amounts disclosed are the contractual undiscounted cash flows.

Carrying Contractual Less than 6-12 Later than Later than amount cash flows 6 months months 1 year 3 years

$000 $000 $000 $000 $000 $000

2015 - CONSOLIDATED

Trade and other payables 3,923 3,923 3,923 - - -

Accrued wages and salaries 1,104 1,104 1,104 - - -

Ministry of Education capital injection 3,557 3,557 3,557 - - -

Finance leases 772 853 199 167 452 35

TOTAL 9,356 9,437 8,783 167 452 35

2014 - CONSOLIDATED


Accrued wages and salaries 829 829 829 - - -


Finance leases 554 593 212 169 207 5

TOTAL 9,724 9,763 9,382 169 207 5

2015 - PARENT


Accrued wages and salaries 1,104 1,104 1,104 - - -


Finance leases 772 853 199 167 452 35

TOTAL 9,294 9,375 8,721 167 452 35

2014 - PARENT


Accrued wages and salaries 829 829 829 - - -


Finance leases 554 593 212 169 207 5

TOTAL 9,714 9,753 9,372 169 207 5





Fair value hierarchy disclosures

For those instruments recognised at fair value in the statement of financial position, fair values are determined according to the following hierarchy:

1. Quoted market price – Financial instruments with quoted prices for identical instruments in active markets.

2. Valuation techniques using observable inputs – Financial instruments with quoted prices for similar instruments in active markets or quoted prices for identicalor similar instruments in inactive markets and financial instruments valued using models where all significant inputs are observable.

3. Valuation techniques with significant non-observable inputs – Financial instruments valued using models where one or more significant inputs are not observable.

The following table analyses the basis of the valuation of classes of financial instruments measured at fair value in the statement of financial position:

Total Quoted Observable Significant market inputs non-observable

Price Inputs

$000 $000 $000 $000

2015 - Parent and Consolidated Financial Liabilities

Ministry of Education capital injection 3,557 - - 3,557

There were no transfers between the different levels of the fair value hierarchy.

17. RELATED PARTY DISCLOSURE

UCOL is a wholly owned entity of the Crown.

UCOL is the ultimate parent of the group and controls seven entities: UCOL International Limited, UCOL Holdings Limited, UCOL School of International Cuisine Studies Limited, UCOL Developments Limited and Minerva International Education Limited.

UCOL also jointly controls two entities: Le Cordon Bleu New Zealand Institute Limited Partnership and Cybus Joint Venture.

Related party disclosures have not been made for transactions with related parties that are within a normal supplier or client/recipient relationship on terms and conditions no more or less favourable than those that it is reasonable to expect UCOL would have adopted in dealing with the party at arm’s length in the same circumstances. Further, transactions with government agencies (for example, Government departments and Crown entities) are not disclosed as related party transactions when they are consistent with the normal operating arrangements between government agencies and undertaken on the normal terms and conditions for such transactions.

Related party transactions required to be disclosed UCOL leases, at a $1 rental amount, land and buildings legally owned by the Crown. (2014: $1). Further information on the accounting for Crown-owned land and buildings is disclosed in the Statement of Accounting Policies (29(b)) under the heading ”Critical judgements in applying UCOL’s accounting policies: Crown owned land and buildings.”

Key management personnel compensation The key management personnel, as defined by PBE IPSAS 20: Related Party Disclosures, are the members of the governing body which is comprised of all members of Council, the Chief Executive, and 9 members of the Senior Executive Team. The total remuneration of members of Council and the number of individuals, on a full-time equivalent (FTE) basis, receiving remuneration from UCOL are:

2015 2014

$000 $000

Members of Council

Remuneration 126 117

Full-time equivalent members 7.45 7.27

Executive Management

Remuneration 1,610 1,403

Full-time equivalent members 6.98 7.39

TOTAL KEY MANAGEMENT PERSONNEL REMUNERATION 1,736 1,520

TOTAL FULL-TIME EQUIVALENT PERSONNEL 14.43 14.66



17. RELATED PARTY DISCLOSURE (CONTINUED)

The full-time equivalent for members of Council has been determined based on the frequency and length of Council meetings and the estimated time for members of Council to prepare for meetings.

Key management personnel did not receive any remuneration or compensation other than in their capacity as key management personnel with the exception of one council member. The council member received $16,000 (2014: nil).

Consolidated & Parent 2015 2014

Counciller remuneration

Counciller remuneration paid or payable during the year was: $000 $000

M Inglis 29 25

B Vanderkolk 18 17

P Jeffries 14 14

T Prebble 14 14

S Walbran 8 14

L Bradnam 14 14

L Southey 14 9

L Hapeta 7 -

V Atmore 7 -

T Goodwin - 10

TOTAL COUNCILLORS’ REMUNERATION 125 117

No councillors received compensation or other benefits in relation to cessation (2014: nil).

18. EVENTS AFTER THE BALANCE SHEET DATE

There were no post balance date events.

19. EXPLANATION OF MAJOR VARIANCES AGAINST BUDGET

Statement of Comprehensive Revenue and ExpenseSurplus / (deficit) for the period is $598,000 less than budget due to separately disclosed items being $1,017,000 more than budget due to change management expenditure. This is offset to an extent by reduced material and operations expenditure. Material and operations expenditure is less than budget in response to student fee revenue being less than budget.

Statement of Financial PositionCash and cash equivalents and other financial assets were $7,224,000 less than budget due to the timing of Crown Capital injections relating to disposal of legacy Whanganui properties.

Land and buildings are $5,571,000 more than budget due to combination of timing disposal of legacy Whanganui properties and an increase in the value of land and buildings as a result of the regular revaluation exercise in 2015. Revaluation reserve is $2,209,000 more than budget mainly as a consequence of the 2015 revaluation exercise.

20. CAPITAL MANAGEMENT

UCOL’s capital is its equity, which comprises accumulated funds and other reserves. Equity is represented by net assets.

UCOL is subject to the financial management and accountability provisions of the Crown entities Act 2004, the Education Act 1989 and the Public Finance Act 1989, which impose restrictions in relation to borrowings, acquisition of securities, issuing debentures and indemnities and the use of derivatives.

UCOL manages its equity as a by-product of prudently managing revenues, expenses, assets, liabilities, investments, and general financial dealings to ensure UCOL effectively achieves its objectives and purpose, whilst remaining a going concern.

Projects which have significant capital spend also are subject to generally accepted financial analysis including net present value, internal rate of return and simple payback where applicable.

21. CAPITAL COMMITMENTS AND OPERATING LEASES

Operating Lease Commitments – Group as Lessee UCOL has entered into commercial operating leases on certain property, plant and equipment where it is not in the best interest of the group to purchase these assets.



21. CAPITAL COMMITMENTS AND OPERATING LEASES (CONTINUED)

The term of each leases is determined on a case by case basis, and renewals are at the option of the specific entity that holds the lease. There are no restrictions placed upon the lessee by any of the operating leasing arrangements. The amounts disclosed as commitments are based on the current rental rates.

UCOL became party to certain leases of land upon amalgamation with Wanganui Regional Community Polytechnic which was incorporated into UCOL in March 2002. The last of these leases concluded in 2014.

The future minimum lease payments payable under non-cancellable operating leases as at 31 December are as follows:


2015 2014 2015 2014

$000 $000 $000 $000

Non-Cancellable Operating Lease Commitments and Other Contracts

Within one year 302 375 302 375

Later than one and not later than two years 302 288 302 288

Later than two years and not later than five years 527 725 527 725

Later than 5 years 16 104 16 104

TOTAL NON-CANCELLABLE OPERATING LEASE COMMITMENTS 1,147 1,492 1,147 1,492

Capital Commitments

At 31 December 2015 the group had capital commitments of $Nil (2014: $Nil).

Finance Lease and Hire Purchase Commitments

The group has entered into finance lease agreements for various items of property and equipment. The net carrying amount of the leased items within each class of property, plant and equipment is shown in note 9, and the future minimum lease payments under finance leases and hire purchase contracts together with the present value of the net minimum lease payments are detailed in note 13.

22. CONTINGENCIES Contingent Assets

In the event of the Akoranga Education Trust Incorporated (an associate) being liquidated or dissolved, UCOL holds a right to the net assets of the Trust. However prior to one of these events occurring the net assets of the Trust could be partly or wholly applied towards meeting the objectives of the Trust. Therefore at the present time it is not probable that benefits will flow from the right to the net assets of the Trust, nor can the entitlement be reliably measured.

Contingent Liabilities Consolidated Consolidated Parent Parent 2015 2014 2015 2014

$000 $000 $000 $000

Personal grievance claims - 374 - 374

Compassionate grants (students) 65 36 65 36

Guarantee LCBNZIP - 3,000 - 3,000

TOTAL CONTINGENT LIABILITIES 65 3,410 65 3,410

Personal Grievance Claims

UCOL is involved in personal grievance claims taken against it by previous staff members. The liability that UCOL may incur is estimated at $nil (2014: $374,000).

Compassionate Grants (Students)

UCOL offers relief of funds through a compassionate grant for enrolled students where unforseen circumstances beyond a student’s control interrupts their course of study. These are approved on a case by case basis by the appropriate Dean of Faculty. At 31 December 2015 UCOL had compassionate grants outstanding to the value of $65,000 (2014: $36,000).

Guarantee - LCBNZIP

UCOL and UCOL School of International Cuisine Studies Limited have jointly provided a guarantee to BNZ to the value of $nil (2014: $3,000,000) on behalf of Le Cordon Bleu New Zealand Institute Limited Partnership (2014: $3,000,000). BNZ have confirmed that they are no longer relying on the $3,000,000 guarantee to cover further liabilities that Le Cordon Bleu New Zealand Institute Limited Partnership may incur to the bank, however the guarantee must remain uncancelled for a period of 2 years upon which UCOL and UCOL School of International Cuisine Studies Limited will receive formal confirmation that the guarantee is cancelled.

70 UCOL Annual Report 201570 Photo: An Automotive Engineering student working at our Regional Trades and Technology Centre.


OUR capabilitiesStatement of resources



objective 1 To put in place measures to ensure students enter programmes with the best opportunity for success.

Academic MeasuresUCOL is committed to open entry except when entry requirements are in place for students under 20, mainly in degree and diploma programmes. In keeping with a Widening Participation approach, students are supported as part of a guided conversation process that firstly discusses their readiness, secondly, their programme requirements and thirdly, the preparation that will help them to be successful in their studies. In order to ensure student readiness, a two-step entry process has been instituted. This involves the student meeting requirements for admission to UCOL, followed by further discussion around programme entry.

Advice on appropriate courses is available for all potential students and a multi-dimensional approach toward readiness for study has been implemented at UCOL that aligns with holistic approaches to learning success. The focus is on students being advised and supported to select the programme of study most appropriate in terms of level and their future career plans. This process is carried out by a combination of Student Experience Team (SET) members and faculty staff and also provides the opportunity to identify students who may require extra support early and put appropriate interventions in place.

The new two-step student readiness process, referred to above, began concurrently with enrolments for Semester 1 2014. It included direct entry based on academic criteria, and a new Admissions and Enrolments Committee who decided whether other applicants should be admitted or referred to SET. This resulted in a substantial reduction in SET conversations, so that, overall in 2015, 318 students were involved in one prior to enrolling in their chosen programme of study.

Ensuring students have appropriate level of reading and numeracy skills to succeed, UCOL continued to use the TEC diagnostic numeracy and reading assessment tool (LNAAT) for programmes with Level 1-2 courses. In 2015, 2,005 students were enrolled in Level 1-2 courses. Of these, 1613 (80.4%) were required to be assessed for reading and 1670 (83.3%) for numeracy. Of those requiring assessment, 79.3% were assessed for reading and 78.4% for numeracy. These results show an increase of around 10% from 2014 and measures are now in place for even further improvement in completions for 2016 as lecturers increase their awareness of the new systems that UCOL have developed to target those students with outstanding assessments.

OBJECTIVE 2 To minimize unnecessary barriers to the progress of students and to increase participation of under-represented groups.

Social MeasuresUCOL focuses on bridging and transition services and activities that are culturally-oriented and appropriate, providing a wide range of liaison and student support services targeted at increasing the participation rates of under-represented groups. UCOL has provided specific educational guidance and support for Māori and Pacific Island students on all sites.

The continuation of Raukura, which through Kaitiaki Akonga provides support for Māori and Pasifika students, is focused on Māori and Pasifika students in programmes Levels 1-3 including a few Level 4 programmes. This approach concentrated on improving Māori and Pasifika students’ learning outcomes and enabled a greater engagement with Māori and Pasifika students in 2015. This increase in support enabled the Kaitiaki Akonga on all three campuses to provide a deeper level of support for students, while the Kaiawhina roles continued to work with Levels 4 and above.

Equal Education OpportunitiesUCOL believes that student learning needs are paramount and that access to learning is every individual’s right. UCOL is committed to enhancing the learning experiences and educational outcomes for all students. A wide range of support services are available in addition to the day-to-day support given by lecturers in the classroom. The EEO measures outlined originally in UCOL’s profile form the basis for reporting.


Whanganui Māori support met with 145 Māori and ten Pasifika students offering advice and support. In Wairarapa, 132 Māori and five Pasifika students accessed study support. In Palmerston North, Māori students accessed support through the Raukura team individually as well as through the intensive services offered to programmes targeted for the most focus. In Palmerston North, 281 Māori and 19 Pasifika students accessed support through the Whānau room while Raukura worked with 309 students at Level 1-4. The increased level of student participation can also be attributed to the early engagement with students through the kōrero (conversation) process and Kaiawhina initiatives.

In 2014, UCOL transferred the ownership and operation of its childcare services at the Wairarapa and Palmerston North campuses to a specialist provider. It continues to be important for students to have childcare close to campus and of a high standard and the provision through a specialist company operating from UCOL’s former buildings means that childcare is available to students.

Inclusivity MeasuresThe New Zealand Disability Strategy (2001) states that “disability is not something individuals have. What individuals have are impairments”. UCOL recognises that they wish to play a part in removing barriers that cause disability and its services are shaped to encourage access and participation in education.

A total of 430 students with disabilities participated in education across all sites for the 2015 Academic year. Of these students, 57 identified as Māori, 13 as Pasifika, 345 as European/Pakeha and 15 as other ethnicities.

Palmerston North Accessibility/Disability Support Services had 288 students register as having an impairment/medical condition. A total of 156 students accessed the service at some time through the 2015 academic year. There were 42 students that accessed disability support who had not advised UCOL of their disability at the time of enrolment. Of those students registering with a disability/impairment or health related issue, 235 identified as Pakeha/European, 30 as Māori, 12 as Pasifika, and 12 identified with other ethnicities.

Whanganui Accessibility/Disability Support Services had 92 students register as having an impairment/medical condition. Of these, 70 students identified as Pakeha/European, 18 as Māori, one as Pasifika and three as other ethnicities. A total of 16 students accessed the service at some time during the 2015 academic year. There were an additional six students that accessed disability support who at the time of enrolment had not advised UCOL of their disability.

Wairarapa Accessibility/Disability Support Services had 50 people registered as students who could access the service. Of these, 40 identified as Pakeha/European, nine as Māori, none as Pasifika and one as other ethnicity. Of the students registered, 16 engaged with Disability Support. There were an additional two engaged students who at the time of enrolment had not advised UCOL of their disability.

Learning MeasuresIn our desire to enhance the learning experience, UCOL provides a range of services and support that complement the learning and teaching experience within their programme of study. Library staff, Learning Advisors and Student Advisors work with faculties in order to support a positive learning experience for students, recognising that a student’s learning success is a shared matrix of responsibility.

During 2015 Learning Advisors based in Palmerston North participated in 2,044 academic support appointments with 663 individual students. The Palmerston North Student Experience Team supported 4,161 students in 303 group and class workshops. 291 students were also supported by two specialist tutors in 202 study groups and 563 individual appointments.

On the Whanganui campus, Learning Advisors had 1,097 academic support appointment meetings with 354 individual students. 1,004 attendances were reported in 105 study groups.

In the Wairarapa, 275 students made individual appointments with the Learning Advisors, and 57 diploma and degree students participated in general academic development and study skills workshops.

The initiative to support students who do not traditionally seek academic support which began as Project Transform, continued with Learning Advisors and Library staff acting as Liaisons for 34 Level 1-4 programmes. The focus was on support staff working collaboratively with academic staff to support students and continuing to work in classrooms and providing timely and subject specific academic support to the programmes. This embedded process also resulted in students developing a relationship with the support team and as a result accessing the variety of support services available. These programmes involved a total of 1,403 students. The support teams, including Raukura, worked closely with teaching staff to focus on student learning outcomes.

Financial MeasuresHardship grants to the value of $13,856 were distributed among 147 students on the Palmerston North campus who requested assistance. 60 students from Whanganui received grants for student hardship for a total of $3,360, while four students in Wairarapa applied for hardship grants and received a total of $920 through the Lands Trust Masterton.


key objectivesEqual Employment OpportunitiesWe understand that a more inclusive culture matters, and that being diverse is not only the right thing to do, but also the smart thing to do for every educational organisation within New Zealand.

UCOL’s EEO Policy sets out the framework within which we promote Equal Employment Opportunities and go about our activities and initiatives in support of this objective. The Chief Executive oversees EEO, with the Kaiarahi/Director Māori responsible for EEO matters related to our Treaty obligations. Management and staff are charged with understanding and applying the EEO principles, while our operational reporting ensures we continually measure our progress in terms of the ethnicity and gender of our employees.

Photo: Whanganui School of Design students learn from lecturer, Andres Salinas.


A serious rethink of our approach to diversityHowever, the actual makeup of our staffing in 2015 has yet to reflect either the diversity within our communities or that of our student population. While gender representation throughout the organisation is considered good, we continue to have low representation of Māori and Pasifika people on staff and in management.

One in three of UCOL’s students are Māori and Pasifica. This group accounts for almost two thirds or our under 25 cohort and two out of every five certificate level students.

Progress has been made towards greater diversity during 2015 and we have developed new thinking and approaches to achieve the magnitude of step-change we require to be a truly diverse organisation that reflects our communities.

Midway through 2015 we essentially went ‘back to the drawing board’ and engaged our people in identifying innovative and tangible actions we could take to substantively lift cultural competency and improve our ability to attract, recruit and develop a more diverse workforce, with a particular focus on Māori representation. We also talked widely with our wider Māori community to ensure our ideas included a wider perspective.

The resulting strategies include: Đ Cultural Competency - the development of a Cultural Competency Framework, for implementation in 2016;

Đ Māori Recruitment – reviewing and improving how we attract and recruit Māori has been a particular focus during 2015. Improvements will be introduced in 2016 which we designed to attract a diversity of skills to the organisation;

Đ Increasing our engagement with our Māori community.

We believe that these strategies will collectively provide UCOL with the best opportunity of achieving our aspirational target of increasing Māori staff to 13% by the end of 2016, with a specific emphasis on recruiting to teaching and front-line positions. This is a challenging target, and we believe a worthy goal.

Ethnicity DistributionAs at 31 December 2015

European305 staff, 65.31%

NZ Māori57 staff, 12.21%

Unknown 4 staff, 0.86%No Response

47 staff, 10.06%

Other46 staff, 9.85% Asian

6 staff, 1.28%Pasifika 2 staff, 0.43%

key objectives


statement ofresearchUCOL has worked to develop the Institutions’ research profile in 2015. All faculties have developed research plans that have enabled faculties to promote and reinforce the purpose of Research.The Institution continues to value research and the contribution research makes to educational outcomes for students. The quality and potential of research at UCOL, which involves industry as well as that which is teaching focused, continue to develop. Sharing the outcomes of developing research at UCOL through regular presentations continues to increase understanding among staff, and is a priority to share knowledge with our stakeholders and the wider community.

UCOL requires that teaching in degrees is informed by research. The important connections between research and teaching are reinforced on all campuses. We are looking to increase research in cooperation with our partners and stakeholders. We will be monitoring progress and finding ways to increase that commitment in 2016 and beyond. This will include growing our research culture, including increasing external research grant applications, and consideration of submitting to the Performance Board Research Fund (PBRF) in the future.

Photo: Postgraduate Diploma in Clinical Exercise Physiology staff andstudents assess clients at the U-Kinetics Exercise and Wellness Centre.


Bachelor of Applied Management2015 marked the introduction of the Bachelor of Applied Management, and with it the first foray

into research for many members of the business teaching team. Members of the School of Business and Computing presented a summary of the new BAppMgmt degree at the annual New Zealand Association for Cooperative Education (NZACE) conference with particular focus on the final cooperative education project embedded within the programme. Collaborative research projects were also undertaken which resulted in two presentations with peer-reviewed papers being published in the proceedings of the 2015 Computing and Information Technology Research and Education New Zealand (CITRENZ) conference, the papers focused on: social media usage in the Manawatu retail clothing sector, and the investigation into the financial capability of business and ICT students. Members of the business team also attended the 2015 New Zealand Applied Business Education Conference (NZABE) and presented on professional practice and industry preparation through an industry engaged interview role play assessment, as well as two poster presentations. In addition a paper was also presented to the NZASIA conference on economic development. Other research projects that are underway are focusing on professional ethics in degree level education, and the effects of teaching learning skills on achievement. Overall for 2015, the business team has demonstrated a strong commitment in terms of both research activity and outputs and are looking forward to expanding these research areas in the coming years.

Bachelor of Applied Science2015 has seen the progression of the research plan for the UCOL Medical Imaging Technology Team.

The team completed the year with two conference presentations and two industry presentations. A key focus of the year was the development of a core project based around the evaluation of the practical technique assessments within the clinical environment. Data collection for this project is currently underway, with further outputs planned for 2016. Staff are also continuing with two collaborative projects with the Nursing and Exercise and Sport Science staff – one based around utilising the consumer narrative in the education of health professionals and the other around the health and well-being of MIT students and the workforce. There continues to have been a significant increase in the MIT staff involvement within the Industry, with a UCOL staff member now on the Education Committee of the NZIMRT, two staff members on the executive of the Central Districts branch of the New Zealand Institute of Medical Radiation Technology, and academic and clinical assessment roles for the Medical Radiation Technologists Board. A number of research projects are now underway within the MIT team, with the MIT team well positioned to significantly increase their research outputs and activities in 2016.

Bachelor of Applied Visual ImagingThe NZIPP Iris Awards proved to be another successful event for staff with 11 awards given to

researching staff (Paul Gummer and Kaye Davis). Kaye also came away with four silver awards from the Australian Professional Photography awards. Phil Andrews has participated in a number of events within the local community, utilising the knowledge gained from his research into ‘Projection Mapping’. These events included the ‘Sunlight’ exhibition at Te Manawa and the ‘Evento Wearable Arts’ in Fielding. Gary Whiting has almost completed his Masters degree in Māori Visual Art, from Massey University. His final exhibition report is in the process of being graded. However, he has had multiple outputs with his ‘Marae for Sale’ thesis exhibition, being installed in various locations around Palmerston North, as well as participating in a group exhibition in the Bath St Gallery in Auckland. Gary’s work is also to be featured in the upcoming ‘Toioho XX’ exhibition in December, which is the 20 year celebration of Massey’s Māori Visual Arts programme.

A collaborative Bachelor of Applied Visual Imaging Staff exhibition was also organised at Square Edge, in Palmerston North. This exhibition featured a range of artworks, some of which incorporated elements of research findings from staff. Both Dave Cochrane and Kaye Davis have presented their current research developments in a ‘Power Hour’ presentation to UCOL Staff. Both individuals shared good insight into their processes and initial findings. Dave Cochrane has had an article accepted into the ‘Recorder’ Magazine, which features an account of the research journey through the South Island. The article will also feature around 12 photographic images by Ian Rotherham, who is working collaboratively with Dave Cochrane and Mandy Rudge (EIT).

Research Statements


Bachelor of Computer Graphic DesignThe Bachelor of Computer Graphic design was represented with research outputs in the form of

web developments and digital photography during 2015. Debbie Hahn presented new photographic explorations as part of the Edith Gallery Opening event and was invited to be a judge for the Camera Club annual competition. Andres Salinas oversaw the launch of the Whanganui School of Design website which he had developed, and then continued on with his research to investigate the scope of usage for the website through analytical studies of databases of website traffic. Vikrant Batra also contributed to the field of web development with a research project based around ‘Responsive Web Design’ as part of his postgraduate studies.

Bachelor of Culinary Arts and BusinessA developing research culture is being maintained by the Le Cordon Bleu with staff teaching on

the Bachelor of Culinary Arts and Business engaged in 2015. Staff maintain and develop stronger links with industry. Research activities during 2015 included a presentation on employers reflections of work integrated learning in the culinary arts sector at the NZ Vocational Education & Training Research Forum (NZVET) held in Wellington. In 2016 this research will continue with student perspectives. Staff are involved in planning the joint Whitireia, Weltec and Le Cordon Bleu Hospitality research forum scheduled for February 2016. Contractors undertake research as part of their roles outside Le Cordon Bleu This includes publishing restaurant reviews, publishing articles relating to wine, food and the hospitality industry and judging industry competitions relating to restaurants, food and wine. All these activities help to inform their teaching.

Bachelor of Exercise and Sport Science & Postgraduate Diploma in Clinical Exercise Physiology

2015 has been a very successful year of research for the Exercise and Sport Science team. Major achievements for staff research this year include seven conference presentations (three podium presentations and six poster presentations), with eight journal articles (three published; five accepted and in press) this year in peer reviewed journals. In addition, staff have also completed a further two journal articles which are currently under review. One staff member also completed an industry presentation based on their research and three research reports were also completed for external organisations based on our exercise service contracts. Research publications, which also involve collaboration with researchers from other academic institutions in New Zealand, reflect the dual focus of the degree on both sport and health with publications across both of these areas. Two staff members have been involved as external markers for Master’s theses, with both staff members also acting as a peer reviewer for journals (for a high impact sports science journal and the other for a health related exercise journal). One staff member is involved in co-supervising three Masters’ students and one PhD student, in collaboration with NZ universities, with one student completing their Masters with distinction in 2015. Three staff members have also been involved in research towards higher qualifications in 2014 (all engaged in PhD studies).

The research programme of the Exercise and Sport Science team was also strengthened and expanded in 2015 by the consolidation of the Postgraduate Diploma in Clinical Exercise Physiology and activities at our specialised exercise rehabilitation facility, U-Kinetics Te Huinga Waiora. This initiative also involves strong collaboration with health organisations, including MidCentral DHB and Health Workforce New Zealand. With this establishment we have extended a research programme around the effect of exercise interventions across a range of medical conditions (including cardiovascular, respiratory and diabetics) and musculo-skeletal conditions, with research presentations on initial data presented to both industry and UCOL staff. In the areas of sport science, staff have also developed research projects alongside sport science consultancy services with sports teams, including the Manawatu Jets Basketball Franchise, Central Football U16 squads, Manawatu U16 girls cycling squad & U16 racquets squad. Overall, 2015 has been an extremely successful year of research for the Exercise and Sport Science team, which the team will look to continue into 2016, in collaboration with both Nursing and Medical Imaging staff here at UCOL.


Bachelor of Design and Arts / Bachelor of Fine Arts / Bachelor of Fashion

Fashion lecturer Junette Ward represented UCOL through a juried conference presentation at the prestigious Textile and Costume Conference in Dunedin on the subject of ‘Alternative Pattern Cutting’ which takes traditional pattern making out of its static two-dimensional state and transforms it into a three-dimensional and sculptural range of possibilities. Fashion was also represented in a subject area currently very close to the hearts of many designers with Stephanie West’s research towards her Masters Qualification focusing on sustainable fashion production. The ambitious aim of this project is ‘zero waste’.

In the area of Visual Arts Andrea du Chatenier was a key figure, being represented in more than five separate galleries and museums with her contemporary ceramic investigations. Andrea also received the Jury Award at the prestigious Wallace Art Awards in Auckland, with the winning works going on show at Pah House. Lorraine Webb also continued to push the boundaries of visual arts research with explorations in the area ‘Painting as Expanded Practice’. Her work was exhibited at the Whanganui Community Arts Centre in April and presented at ‘Pecha Kucha style’ in November.

Bachelor of Information and Communications Technology (Applied)

The BICT research team has continued to display a high level of research achievements over the course of 2015. Sandra Cleland was the recipient of the 2014 Derek Lake Award for Recognition of Excellence in Research, this is the third year running that the award has been won by a member of the School of Business and Computing. Sandra won the award based on a strong research portfolio which has recently culminated in a Master’s research project focused on software engineering education. In addition, Aaron Steele and Sandra Cleland received the Allister McLay Best Paper Award at this year’s New Zealand Association for Cooperative Education (NZACE) conference for their work on ICT project and internship characteristics, this is also the second year in a row that members of the BICT research team have won this award. At the Computing and Information Technology Research and Education New Zealand (CITRENZ) conference the UCOL computing team collectively presented four separate papers that went on to be published in the conference proceedings. The presentations were on a number of topics, including: leading web technologies, social media usage, financial capability, and ICT projects and internships. At the conference, Aaron and Sandra were awarded a high commendation in the CITRENZ Best Paper category. The team also produced a number of additional research outputs over the year including international paper presentations in Jakarta at the Science Mathematics and Technology Education (SMTE) Conference, a book chapter in Cloud-Based STEM Education for Improved Learning Outcomes, and a number of presentations at the New Zealand Applied Business Education Conference (NZABE) and the National Tertiary Learning and Teaching Conference (NTLT), which included an overview of the successful Code Club initiative that was run by Sandra Cleland and Suzanne Thomas over the course of the year. In summary for 2015 the BICT research team achieved: 14 conference presentations, eight papers published in conference proceedings, one book chapter, and three research awards.

Bachelor of Nursing2015 has seen significant research progress within the Nurse Education Team. Staff have been involved

in presenting their research at national conferences, along with being actively involved in presenting professional development sessions related to our research activities. Collaboration continues to be a focus for research within the Nurse Education team, with projects also involving other New Zealand ITP’s and Universities, internal collaboration with researchers within the Exercise and Sport Science and Medical Imaging teams, along with industry collaboration through involvement of staff from MidCentral DHB and the Primary Health Organisation in our research. Outputs include a research presentation, the completion of a research report and four conference presentations. One peer reviewed journal article has been accepted for publication. A third journal article has been submitted to a journal and is currently under review. Nurse Education Team staff are currently working on the development of a number of other journal articles for submission to peer reviewed journals in 2016. In 2015, a number of staff have also been actively involved in studies towards higher qualifications, with seven staff working towards their Masters in Nursing including two who have completed their Master’s thesis.

We have one staff member working towards a completion of her doctorate in education. Staff have been actively involved in developing new research proposals based around: Clinical simulation, evaluation of student and staff experiences within the Graduate Diploma in Nursing in New Zealand and preparing internationally qualified nurses for registration, health and wellness of nursing students and preparation for the workforce, and aged care

These will continue to be major research focuses for 2016. Steady progress has been made throughout 2015, which has definitely set a strong foundation for staff to make significant research progress in 2016.


Research OutputsAwardsAntonio, V. (2015). Silver, Ultra Heavyweight, Purple belt, NZ Grappler No Gi Regionals, February.

Antonio, V. (2015). Draw, Heavy Weight, Purple belt, Artaxis Submission Event, March.

Antonio, V. (2015). Silver, Advanced Heavyweight, NZ Grappler No Gi Nationals, March.

Antonio, V. (2015). Gold, Open Advanced, Kapiti Submission Grappling, May.

Antonio, V. (2015). Gold, Masters: Heavyweight, Purple belt, NZ Grappler Gi Nationals, September.

Antonio, V. (2015). Bronze, Heavyweight, Purple belt, NZ Grappler Gi Nationals, September.

Antonio, V. (2015). Silver, Open Mens Heavy, River City Martial Arts, October.

Antonio, V. (2015). Gold, Ultra heavyweight Advanced, NZ Grappler No Gi, November.

Davis, K. (2015). Four x Silver Awards (peer reviewed), Illustrative and Landscape Photography, Australian Professional Photography Awards.

Davis, K. (2015). Three x Silver awards, Creative Photography, NZIPP Iris Awards.

Davis, K. (2015). One x Gold, Two x Silver awards, Illustrative Photography, NZIPP Iris Awards.

Davis, K. (2015). Two x Silver awards, Landscape Photography, NZIPP Iris Awards.

Du Chatenier, A. (2015). Jury Prize, Wallace Prize, June (refereed).

Gummer, P. (2015). One x Silver (with Distinction), One x Silver, One x Bronze awards, Landscape Photography, NZIPP Iris Awards.

Steele, A. & Cleland, S. (2015). Best Paper, Allister McLay Best Paper Award 2015, presented at the 2015 NZACE Conference for the paper “Analysis of ICT capstone project and internship characteristics”.

Steele, A. & Cleland S. (2015). Best Paper, High Commendation, presented at the 2015 CITRENZ Conference for the paper “ICT Capstone Projects and Internships: Analysis of Work Environment Characteristics”.

Conference PresentationsAinsworth, A. (2015). Fake it so they make it: Using high-fidelity human patient simulation in the education of undergraduate Medical Imaging Technologists in New Zealand, NZIMRT/AIR Scientific Meeting – The Cloud, shaping our future. Wellington, New Zealand, July.

Antonio, V. (2015). Personal Safety, 2015 Nanny Programme, UCOL, Palmerston North, November.

Benson, P. (2015). Digital exposure factors and exposure creep, Central Branch Study Day and AGM of the New Zealand Institute of Medical Radiation Technology (NZIMRT). Palmerston North, New Zealand, June.

Benson, P. E. (2015). Digital Exposure Factors and Exposure Creep, Radiology Teaching Session, Lower Hutt, New Zealand, July.

Cleland, S. & Thomas, S. (2015). Addressing the ICT Skill Shortage through early intervention: Reflections on Code Club, The National Tertiary Learning & Teaching (NTLT) Conference 2015, Tauranga, New Zealand, September-October.

Cleland, S. & Steele, A. (2015). Work-integrated classrooms: the ICT development hub, The 18th New Zealand Association for Cooperative Education (NZACE) Conference 2015, Wellington, New Zealand, April.

Desai, F. (2015). Unpaid Internships: Ain’t nobody got time for that, Ako Aotearoa Unconference, Wellington, New Zealand, September.

Desai, F. (2015). Occupational Musculoskeletal Pain and Medical Radiation Technologist, National Managers Conference, Palmerston North, New Zealand, September.

Dreyer, L. (2015). Integrating learning, work, and community. NZ ACE Conference, Wellington, New Zealand, April.

Gallagher, P. & Davenport, F. (2015). A comparison between self-reported empathy amongst nursing students and medical students: some surprises. Australasian Nurse Educators Conference, Auckland, New Zealand, November.

Handley, J. (2015). Employment Opportunities for Enrolled Nurses in Primary Health Care Settings, NZNO Enrolled Nurse Conference, Wellington, New Zealand, June.


Jobson, T. & Pratt, V. (2015). Assessing assessor assessment – lights, camera, action…turning the camera onto our own processes. NZACE Conference – Integrating learning, work, and community. Wellington, New Zealand, April.

Rankin, D. & Dreyer, L.I. (2015). UCOL – U-Kinetics Te Huinga Waiora – Delivery and effectiveness of specialised clinical exercise programmes for clients with cardiovascular, respiratory or diabetes conditions. High Performing Health Care Conference – People, Owners, Partners. Palmerston North, New Zealand, May.

Snell, S., Snell-Siddle, C. & Fisher, D. (2015). Yes, We Want to be Mobile!: Differences in Attitudes between Gender and Age of a Mobile Technology Enhanced Learning Environment in a New Zealand Tertiary Environment, The 8th International Conference on Science, Mathematics, and Technology Education (SMTE) 2015, Jakarta, Indonesia, November.

Snell-Siddle, C., Snell, S. & Fisher, D. (2015). Tools of the Trade: Can Mobile Technologies Enhance the Learning Experience in a Tertiary Environment? The 8th International Conference on Science, Mathematics, and Technology Education (SMTE) 2015, Jakarta, Indonesia, November.

Steele, A. & Cleland, S. (2015). Analysis of ICT capstone project and internship characteristics, The 18th New Zealand Association for Cooperative Education (NZACE) Conference 2015, Wellington, New Zealand, April.

Steele, A. & Cleland, S. (2015). ICT Capstone Projects and Internships: Analysis of Work Environment Characteristics. The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference 2015, Queenstown, New Zealand, October.

Steele, A. & Dalzell, E. (2015). Financial Capability of ICT and Business Students, The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference 2015, Queenstown, New Zealand, October.

Steele, A. & Dargie, R. (2015). Web Technology Usage of Leading New Zealand Websites. The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference 2015, Queenstown, New Zealand, October.

Steele, A [Aaron]., Smith, L. & Steele, A [Anne]. (2015). Web and Social Media Adoption in the Manawatu Retail Clothing Sector, The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference 2015, Queenstown, New Zealand, October.

Steele, A. & Read, G. (2015). Levelling Up: A Lecturer’s Perspective, The National Tertiary Learning & Teaching (NTLT) Conference 2015, Tauranga, New Zealand, September-October.

Steele, A., Snell, S. & Snell-Siddle, C. (2015). Portable, flexible, work-integrated business education in New Zealand, The 18th New Zealand Association for Cooperative Education (NZACE) Conference 2015, Wellington, New Zealand, April.

Steele, A., Snell, S. & Snell-Siddle, C. (2015). The Business of Interviews: Preparing Students for Industry, The New Zealand Applied Business Education (NZABE) Conference 2015, Wellington, New Zealand, November.

Stewart, C. M. (2015). Caring as a Threshold Concept: a forgotten art in nurse education? Australasian Nurse Educators Conference (ANEC), Auckland, New Zealand, November.

Stilwell, L. (2015). Discourse Analysis, NZ Discourse Conference, Auckland, New Zealand, December.

Tyacke, V. (2015). Factors that impact on the e-learning experience of New Zealand Bachelor of Nursing students. National Tertiary Learning and Teaching Conference, Tauranga, New Zealand, September.

Ward, J. (2015). Alternative pattern cutting. Textile and Costume Conference, Dunedin, New Zealand, April (refereed).

Conference and Other Presentations (Posters)Charsley, S. & Steele, A. (2015). Lightwork Client Upgrade Project. The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference 2015, Queenstown, New Zealand, October (refereed).

Cochrane, D. (2015). Power Hour, Topographical Typography, Palmerston North, New Zealand, November.

Davis, K. (2015). Power Hour, The role of the observer and using photography in preserving memories of communities as future archive of a nation’s history and culture, Palmerston North, New Zealand, November.

Dreyer L.I., Dreyer S., Wormgoor, S. & Rankin, D. (2015). Chronic pulmonary disease: Grip strength, and impaired physical function. Annual Scientific Meeting for Leaders in Lung Health & Respiratory Science. Gold Coast, Australia, March.

Dreyer L.I., Dreyer S., Wormgoor, S. & Rankin, D. (2015). Clinical exercise physiology in New Zealand - Effect of structured exercise on health and well-being of COPD patients. Annual Scientific Meeting for Leaders in Lung Health & Respiratory Science. Gold Coast, Australia, March.

Dreyer, L.I., Chapman, K., Dreyer, S., Wormgoor, S & Rankin, D. (2015). The impact of disease severity, peripheral muscle strength, and activities of daily living on arm and leg ergometer in patients with Chronic Pulmonary Disease, Annual Scientific Meeting for Leaders in Lung Health & Respiratory Science, Gold Coast, Australia, March.


Mann, M.E. & Webb, K. (2015). The Effects of Dynamic v Static Stretching on Power, Sprinting & Agility Performance: A Meta-Analysis. Joint Med. Sci./ SESNZ Queenstown Research Week, Queenstown, New Zealand, August-September.

Pritchard, H., Fink, P. & Stannard, S. (2015). The effects of concentric/eccentric training versus concentric only training on peak power and functional muscle performance, 2015 Australian Strength & Conditioning Association International Conference on Applied Strength & Conditioning, Gold Coast, Australia, November.

Pritchard, H., & Morton, H. (2015). Powerlifting: Success and failure at the 2012 Oceania and 2013 classic World championships, 2015 Australian Strength & Conditioning Association International Conference on Applied Strength & Conditioning, Gold Coast, Australia, November.

Steele, A. & Dalzell, E. (2015). Business and ICT Student Financial Capability. The New Zealand Applied Business Education (NZABE) Conference 2015, Wellington, New Zealand, November (refereed).

Steele, A [Aaron]., Smith, L. & Steele, A [Anne]. (2015). Retail Clothing Sector Social Media and Web Adoption in the Manawatu. The New Zealand Applied Business Education (NZABE) Conference 2015, Wellington, New Zealand, November (refereed).

Van der Merwe F. & Mann, M.E. (2015). Maximal Isometric Lower Body Strength and Vertical Jump Performance in Starting and Bench Semi-Elite Basketball Players. Australian Strength & Conditioning Association, National Conference, Gold Coast, Australia, November.

Whiting, G. (2015). Power Hour, ‘Marae for Sale’, Palmerston North, New Zealand, July.

Conference Proceedings and Other PublicationsCleland, S. & Steele, A. (2015). Work-integrated classrooms: the ICT development hub, The 18th New Zealand Association for Cooperative Education (NZACE) Conference 2015, Wellington, New Zealand, April (refereed).

Corbett, L. (2015). Getting with the Programme: Engaging nurses with Professional Development Recognition Programmes (PDRP), Australasian Nurse Educators Conference (ANEC), Auckland, New Zealand, November.

Dreyer L.I., Dreyer S., Wormgoor, S. & Rankin, D. (2015). Research Report - Establishment of Clinical Exercise Physiologist in New Zealand / Developing Health Career Pathways, Health Workforce New Zealand, Wellington, New Zealand, June.

Pillay, C.M.B. (2015). Employer reflections of WIL in the culinary arts sector, NZACE, Wellington, New Zealand, April.

Snell, S., Snell-Siddle, C. & Fisher, D. (2015). Yes, We Want to be Mobile!: Differences in Attitudes between Gender and Age of a Mobile Technology Enhanced Learning Environment in a New Zealand Tertiary Environment, The 8th International Conference on Science, Mathematics, and Technology Education (SMTE) 2015, Jakarta, Indonesia, November (refereed).

Photo: An Information and Communications Technology student working in the hardware lab.


Snell-Siddle, C., Snell, S. & Fisher, D. (2015). Tools of the Trade: Can Mobile Technologies Enhance the Learning Experience in a Tertiary Environment. The 8th International Conference on Science, Mathematics, and Technology Education (SMTE) 2015, Jakarta, Indonesia, November (refereed).

Steele, A. & Cleland, S. (2015). Analysis of ICT capstone project and internship characteristics The 18th New Zealand Association for Cooperative Education (NZACE) Conference 2015, Wellington, New Zealand, April (refereed).

Steele, A. & Cleland, S. (2015). ICT Capstone Projects and Internships: Analysis of Work Environment Characteristics The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference 2015, Queenstown, New Zealand, October (refereed).

Steele, A. & Dalzell, E. (2015). Financial Capability of ICT and Business Students. The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference 2015, Queenstown, New Zealand, October (refereed).

Steele, A. & Dargie, R. (2015). Web Technology Usage of Leading New Zealand Websites. The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference 2015, Queenstown, New Zealand, October (refereed).

Steele, A. [Aaron], Smith, L. & Steele, A. [Anne] (2015). Web and Social Media Adoption in the Manawatu Retail Clothing Sector The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference 2015, Queenstown, NZ, October (refereed).

ExhibitionsAnderton-Hall, L. (2015). Speak Of, Space Gallery, Whanganui, New Zealand August-September.

Anderton-Hall, L. (2015). New Space New Place, New Edith Gallery, Whanganui, New Zealand, November.

Du Chatenier, A. (2015). Topographies, Seed Gallery, Auckland, New Zealand, April (refereed).

Du Chatenier, A. (2015). Curious Trophies, Percy Thomson Gallery, Stratford, New Zealand, January (refereed).

Du Chatenier, A. (2015). Making Sense, Whakatane Museum and Research Centre, Whakatane, New Zealand, July-August (refereed).

Du Chatenier, A. (2015). Creatures of the Future Past, Seed Gallery, Auckland, New Zealand, July (refereed).

Du Chatenier, A. (2015). Infiltrations, Whanganui Regional Museum, Whanganui, New Zealand, October (refereed).

Du Chatenier, A. (2015). New Space New Place, New Edith Gallery, Whanganui, NZ, November.

Hahn, D. (2015). New Space New Place, New Edith Gallery, Whanganui, New Zealand, November.

Pearce, D., Leurink, S., Andrews, P., Davis, K., McGoldrick, B., Te Hira, A., Cochrane, D., Rotherham, I., Gummer, P., Watson, M. (2015). Location, Location..., Square Edge, Palmerston North, New Zealand, October.

Racey-Stilwell, M. & Pratt, V. (2015). Patient Information Posters for Medical Imaging, Atrium, Universal College of Learning. Palmerston North, New Zealand, July.

Ward, K. (2015). New Space New Place, New Edith Gallery, Whanganui, New Zealand, November.

Webb, L. (2015). Pākaitore, Whanganui Arts Centre, Whanganui, NZ, April-May (refereed).

Webb, L. (2015). New Space New Place, New Edith Gallery, Whanganui, New Zealand, November.

Ward, K. (2015). New Space New Place, New Edith Gallery, Whanganui, New Zealand, November.

West, S. (2015). New Space New Place, New Edith Gallery, Whanganui, New Zealand, November.

Whiting, G. (2015). Marae For Sale, Te Kupenga Marae, Massey University, Palmerston North, New Zealand, January-July.

Whiting, G. (2015). Marae For Sale, Te Putahi ā Toi, Massey University, Palmerston North, New Zealand, January-July.

Whiting, G. (2015). Marae For Sale, The White Room, Fitzherbert Street, Palmerston North, New Zealand, January-July.

Whiting, G. (2015). Tuku Iho, Bath St Gallery, Auckland, New Zealand, July-August.

Wightman, K. (2015). New Space New Place, New Edith Gallery, Whanganui, New Zealand, November.


Journal and Book ArticlesChapman, K. & Dreyer, L.I. (2015). CTO-15-0013 - Disease severity and muscular strength as predictors of arm and leg ergometry capacity in chronic respiratory disease, Cardiovascular and Thoracic Open, Submitted for publication (under review).

Barnes, M., Pritchard, H., & Perry, B. (2015). (under review), Cardiovascular and strength responses to acute ammonia inhalation, European Journal of Applied Physiology (under second stage of review) (refereed).

Cochrane, D., Coley, K., Pritchard, H., & Barnes, M. (2015). Vibration Exercise as a Warm-up Modality for Deadlift Power, Output, Journal of Strength and Conditioning Research, 29(4) April (refereed).

Davis, K. (2015). Shooting in the trenches. The Photographer’s Mail, New Zealand (print publication).

Davis, K. (2015). The conceptual project. The Photographer’s Mail, New Zealand (print publication).

Davis, K. (2015). The power of the iconic. The Photographer’s Mail, New Zealand (print publication).

Dreyer, L.I., Rankin, D., Dreyer, S. & Wormgoor, S. (2015). Engaging with local industry as a student business venture. Proceedings of the NZ Association for Cooperative Education 2015 Conference, 13-18. (refereed).

McAleese, T., Dreyer, L.I., Dreyer, S. & Duncan, S. (2015). Does intensity of physical activity moderate the inter-relationships among fitness, physical activity, and health? South African Journal for Research in Sport, Physical Education and Recreation, In Press, (refereed).

Mann, M.E. (2015). An Integrated Analysis of Leg Length Differences and the Effect of Correctional Techniques on Stroke Mechanics and Performance Indicators in Competitive Cyclists, Sports & Exercise Medicine Open Journal, SEM Open J(1) (refereed).

Pratt, V. & Darragh, L. (2015). Attenuation Official Newsletter for NZIMRT, Nationally.

Pritchard, H., Tod, D., Barnes, M., Keogh, J., & McGuigan, M. (2015). In Press, Tapering practices of New Zealand’s elite raw powerlifters, Journal of Strength & Conditioning Research, - In Press (accepted 22 November) (refereed).

Pritchard, H., Fink, P., & Stannard, S. (2015). In Press, The effects of concentric/eccentric training versus concentric only training on peak power and functional muscle performance, Journal of Australian Strength and Conditioning, In Press (accepted 23 October) (refereed).

Pritchard, H., & Morton, H. (2015). In Press, Powerlifting: Success and failure at the 2012 Oceania and 2013 classic World championships, Journal of Australian Strength and Conditioning, In Press (accepted 6 August) (refereed).

Pritchard, H., Keogh, J., Barnes, M., & McGuigan, M. (2015). Effects and Mechanisms of Tapering in Maximizing Muscular Strength, Strength and Conditioning Journal, 37(2), April (refereed)

Rickards, T. & Steele, A. (2015). Chapter 22: Designing a Cloud Based Assessment Model: A New Zealand Polytechnic Case Study in the Book: Cloud-Based STEM Education for Improved Learning Outcomes IGI-Global (refereed).

Tyacke, V. (2015). The value of social networking in ICT. A New Zealand perspective. The Online Journal of Distance Education and e-Learning, 3(4), 90-92 (refereed).

Van der Merwe F. & Mann, M.E. (2015). Maximal Isometric Lower Body Strength and Vertical Jump Performance in Starting and Bench Semi-Elite Basketball Players, Australian Journal of Strength & Conditioning (AJSC), In Press (accepted 21 September) (refereed).

Scholarly ActivitiesAndrews, P. (2015). Sunlight Infotainment, Te Manawa, Palmerston North, New Zealand, May.

Andrews, P. (2015). Evento - Space, Wearable Arts, Manfield Stadium, Fielding, New Zealand, August.

Antonio, V. (2015). Wrestling Seminar with Southern Tribes Taranaki, New Plymouth, New Zealand, March.

Antonio, V. (2015). BJJ Seminar - P Simpson, Southern Tribes Wanganui, Wanganui, New Zealand, March.

Antonio, V. (2015). ATTNZ National Training Camp, Oliver MMA, Auckland, New Zealand, March.

Antonio, V. (2015). BJJ Seminar - P Simpson, Southern Tribes Manawatu, Palmerston North, New Zealand, May.

Antonio, V. (2015). Advanced Instructor c3-003 -, Ju-Jitsu Federation, New Zealand, June.

Antonio, V. (2015). Off Road Half Marathon, Te Mata Peak, Hawkes Bay, Havelock North, New Zealand, June.

Antonio, V. (2015). ATTNZ High Performance Camp, Oliver MMA, Auckland, New Zealand, June.

Antonio, V. (2015). Staff Symposium, UCOL, Palmerston North, New Zealand, July.

Antonio, V. (2015). Manawatu Rugby academy testing, Arena Manawatu, Palmerston North, New Zealand, July.

Antonio, V. (2015). Turbo Rugby testing, Arena Manawatu, Palmerston North, New Zealand, July.


Antonio, V. (2015). ATTNZ High Performance Camp, Oliver MMA, Auckland, New Zealand, August.

Antonio, V. (2015). ATTNZ National Training Camp, Oliver MMA, Auckland, New Zealand, August.

Antonio, V. (2015). BJJ Seminar - P Simpson, Southern Tribes Manawatu, Palmerston North, New Zealand, October.

Antonio, V. (2015). Touch NZ Ref Cert, Online, Palmerston North, New Zealand, October.

Cleland, S. (2015). Reviewer for the Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference, August.

Cleland, S. (2015). Session Chair. The National Tertiary Learning and Teaching Conference (NTLT) 2015, Tauranga, New Zealand, October.

Davis, K. (2015). Judge (Peer Review), Queensland, Australian State Professional Photography Awards, Brisbane, Australia, March.

Davis, K. (2015). Judge (Peer Review), Australian Professional Photography Awards, Melbourne, Australia, October.

Dreyer, L.I. (2015). External examiner for Massey University Master’s thesis. Student: Christie Emily Yule. Title: Does whole-body vibration training affect arterial stiffness, cognitive ability, and quality of life in chronic stroke? Massey University, Palmerston North, New Zealand, May.

Dreyer, L.I. (2015). Appointed on the editorial board of Social Science Today Journal, http://www.todayscience.org/sstboard, Science and education centre of North America, January-December.

Dreyer, L.I. (2015). Review Manuscript ID GHP-15-0127 entitled “Challenges of being new to Canada: Considerations for physical activity”, Global Health Promotion journal, Canada, October.

Dreyer, L.I. (2015). Review manuscript MS1080 entitled “Effects of an eight-week brisk walking on quality of life in high technology industry workers A randomized control trial” , South African journal for research in sport, physical education and recreation, Cape Town, South Africa, April.

Dreyer, L.I. (2015). Co-supervisor PhD study. Student: Dean Rankin, Massey University, Palmerston North, New Zealand, January-December.

Dreyer, L.I. (2015). Co-supervisor Masters study. Student: Kylie Chapman – Masters Completed in 2015, AUT, Auckland, New Zealand, June.

Dreyer, L.I. (2015). Co-supervisor Masters study. Student: Terina McAleese, AUT, Auckland, New Zealand, July.

Dreyer, L.I. (2015). Co-supervisor Masters study. Student: Leon Tahana, AUT, Auckland, New Zealand, July.

Dreyer, L.I. (2015). Board Member and Treasurer for Clinical Exercise Physiology NZ, UCOL, Palmerston North, New Zealand, January-December.

Dreyer, S. Dreyer, L. Wormgoor, S. & Rankin, D. (2015). U-Kinetics Te Huinga Waiora Research: Exercise for Phase II Cardiac Rehabilitation, Exercise for clients with Musculoskeletal Injuries, Exercise for Diabetes, Exercise for Respiratory issues, Vocational Exercise Rehabilitation. Client Outcomes Reports for MidCentral DHB (January, May, July, October), UCOL U-Kinetics Te Huinga Waiora, Palmerston North, New Zealand, January-December.

Dreyer, S. & Wormgoor, S. (2015). Clinical Exercise Physiology Service Delivery, U-Kinetics Te Huinga Waiora, Palmerston North, New Zealand, January-December.

Jobson, T. & Pratt, V. (2015). Clinical Tutors Forum, UCOL, Palmerston North, New Zealand, February.

Mann, M.E. (2015). Connecting Teaching & Learning with Research: Showcasing BESS Yr3 Research Projects, UCOL Power Hour Presentation, UCOL, Palmerston North, New Zealand, August.

Mann. M.E. (2015). External Marker for a M,Sc.Thesis. The Effects of Seated and Supine Exercise on Executive Function in TIA patients, Massey University, Wellington, New Zealand, February.

Mann, M.E. & Charles, S. (2015). Fitness Testing Central Football U16 Development Squads, Arena Manawatu/Ashhurst, All Weather Pitch, Palmerston North and Ashhurst, New Zealand, April and August.

Mann, M.E. (2015). Sports Manawatu Coaches Professional Development Meeting, Sport Manawatu HQ, Palmerston North, New Zealand, October

Mann, M.E. (2015). Attended ITP Exercise & Sport Science Symposium, Eastern Institute of Technology (EIT), Napier, New Zealand, October.

Mann, M.E. (2015). Attended Med Sci. Research week incl. Exercise & Sport Science New Zealand Satellite Conference, Rydges Hotel, Queenstown, New Zealand, August-September.

Mann, M.E. (2015). Western Suburbs 10th Grade Soccer Academy Head Coach, Whitby, Porirua, Wellington, New Zealand, February-September.

Mann, M.E. (2015). Reviewer for article in Journal of Sport Sciences, online, October.

Pritchard, H. (2015). Powerlifting & Strength training Workshop, CrossFit Coral Sea, Cairns, Australia, September.

Pritchard. H. (2015). Studying for Ph.D, AUT, Auckland, New Zealand, January-December.


Pritchard, H., Halatokoua, T., & Parsons, J. (2015). Powerlifting & Strength training Workshop, CrossFit Taupo, Taupo, New Zealand, August.

Pritchard, H., Halatokoua, T., & Parsons, J. (2015). Powerlifting & Strength training Workshop, Bay of Plenty Strength & Conditioning, Mount Maunganui, New Zealand, August.

Pritchard, H., Halatokoua, T., & Parsons, J. (2015). Powerlifting & Strength training Workshop, CrossFit Porirua, Porirua, New Zealand, May.

Pritchard, H., Halatokoua, T., & Parsons, J. (2015). 18th April, Powerlifting & Strength training Workshop, CrossFit MANA, Palmerston North, New Zealand, April.

Pritchard, H. (2015). Optimal tapering strategies to enhance maximal strength, UCOL Power Hour of Research, Palmerston North, New Zealand, March.

Rankin, D. & Dreyer, L.I. (2015). Part of a committee tasked to develop standards and registration framework for the Clinical exercise physiology profession/society in NZ, UCOL, Palmerston North, New Zealand, January-December.

Rankin, D. (2015). Board Member and Chair for Clinical Exercise Physiology NZ, UCOL, Palmerston North, New Zealand, January-December.

Rankin, D. (2015). Board Member, Manawatu Jets Basketball, Palmerston North, Palmerston North, New Zealand, January-August.

Rankin, D. (2015). Judge – Sport Manawatu 2015 Secondary Sports Awards, Sport Manawatu, Palmerston North, New Zealand, October.

Rankin, D. (2015). Part-Time study towards PhD in Nutritional Science, Massey University, Palmerston North, New Zealand, January-December.

Rankin, D. (2015). Chair of the UCOL Palmerston North Research Sub-Committee, UCOL, Palmerston North, New Zealand, January-December.

Rankin, D. (2015). Chair of the UCOL Palmerston North Research Committee, UCOL, Palmerston North, New Zealand, January-December.

Rankin, D. (2015). Panel Member – UCOL Academic Promotions (Peer Assessment Panel), UCOL, Palmerston North, New Zealand, September.

Seaholme, T.S. (2015). Coaching Manawatu Table Tennis Junior Teams at NZ National Junior Championships, Auckland Table Tennis Stadium, Christchurch, New Zealand, October.

Seaholme, T.S. (2015). International coaching duties with TTNZ at New Caledonia Junior & Cadet Open (ITTF Global Junior Circuit), Oceania World Junior Championships Qualification Event, Tweed Heads, Australia, April.

Seaholme, T.S. (2015). International coaching duties with NZOC as Women’s Team Coach (Table Tennis) at Summer Universiade, Gwangju, Korea, July.

Seaholme, T.S. (2015). Sponsored by Oceania Table Tennis Federation to attend a tutor training course to be accredited to deliver the International Table Tennis federation (ITTF) level 1 Coaching Course. Passed course with the highest rating (international); allowing me to deliver courses anywhere in the world, Fiji Table Tennis Centre, Suva, Fiji, January.

Seaholme, T.S. (2015). Serving as selector and member of the development committee for Table Tennis Manawatu, Local, Palmerston North, New Zealand (on-going).

Seaholme, T.S. (2015). Attended the Sport Manawatu COACHPLUS Lunch Meeting series. This is a community of practice that brings together coaches from the RSO’s for presentations, and sharing on topics in coaching and working within the coaching industry, Sport Manawatu, Palmerston North, New Zealand (on-going).

Seaholme, T.S. (2015). National Junior Coach (TTNZ), Nationally, New Zealand, 2yr Year appointment, 2015-2016.

Seaholme, T.S. (2015). Completing XLR8 silver course training (online study), Complete from distance, New Zealand, December (pending).

Seaholme, T.S. & Desai, F. (2015). Leading internship project “UCOL Strength and Conditioning for Racket Sports” working with RSO for Table Tennis, Badminton, Squash and Tennis. This has 9 BESS students involved, Palmerston North, Palmerston North, New Zealand, March-October.

Seaholme, T.S. & Desai, F. (2015). Co-leading internship project “Tu Toa High Performance Support” This has 4 BESS students involved, Palmerston North, New Zealand, July-November.

Snell, S. (2015). Reviewer for the Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference, August.

Snell, S. (2015). CITRENZ Stakeholder Engagement Group, January-December.


Snell, S. (2015). Session Chair, The 8th International Conference on Science, Mathematics, and Technology Education (SMTE), Jakarta, Indonesia, November.

Snell, S. (2015). Bachelor of Applied Management Joint Board of Studies UCOL Representative, January-December.

Snell-Siddle, C. (2015). Reviewer for the Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference, August.

Snell-Siddle, C. (2015). Session Chair, The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference, Queenstown, New Zealand, October.

Snell-Siddle, C. (2015). Lower North Island ITP Representative on the CITRENZ Board, January-December.

Snell-Siddle, C. (2015). CITRENZ Stakeholder Engagement Group, January-December.

Snell-Siddle, C. (2015). Bachelor of Applied Management Governance Group UCOL Representative (all 2015).

Snell-Siddle, C. (2015). Session Chair, The 8th International Conference on Science, Mathematics, and Technology Education (SMTE), Jakarta, Indonesia, November.

Steele, A. (2015). Reviewer for the 18th New Zealand Association for Cooperative Education (NZACE) Conference, February.

Steele, A. (2015). Reviewer for the Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference, August.

Steele, A. (2015). Reviewer for the Journal of Applied Computing and Information Technology (JACIT), January-December.

Steele, A. (2015). Session Chair, The National Tertiary Learning and Teaching Conference (NTLT), Tauranga, New Zealand, October.

Steele, A. (2015). Session Chair, The Computing and Information Technology Research and Education New Zealand (CITRENZ) Conference, Queenstown, New Zealand, October.

Steele, A. (2015). CITRENZ MRoQ (SLWP) Focus Group, January-December.

Tyacke, V. (2015). Conference Proceedings Reviewer, National Tertiary Learning and Teaching Conference, Tauranga, New Zealand, October-November.

van der Merwe, F.H., Burden, S.B., & Maulder, P.S. (2015). Currently being written up, Joint hypermobility affects timing of knee joint musculature activation prior to landing in a unilateral landing task. Currently being written for the Journal of Electromyography and Kinesiology, November.

van der Merwe, F.H., Burden, S.B., & Maulder, P.S. (2015). Currently being written up, Core training using the BodywallTM training system vs. a conventional gym based approach: Effect on core endurance. Currently being written for the South African Journal for Research in Sport, Physical Education and Recreation.

van der Merwe, F.H. (2015). Head strength and conditioning coach for the Breakers Manawatu Jets basketball team, UCOL Gymnasium and Arena Manawatu, Palmerston North, New Zealand, March–July.

van der Merwe, F.H. (2015). Head strength and conditioning coach for the Breakers Manawatu Jets Development team & Head of the Manawatu Jets basketball student internship, UCOL Gymnasium, Palmerston North, New Zealand, March-December.

van der Merwe, F.H. (2015). Head strength and conditioning coach for representative and national champion road and track development cyclists, UCOL Gymnasium, Palmerston North, New Zealand, January-current.

van der Merwe, F.H. (2015). Head strength and conditioning coach and athletic trainer for the Midlands men’s NHL team, Various Locations, Auckland, New Zealand, August-September.

Wormgoor, S. (2015). PhD Studies (Exercise intensity and diabetic control), AUT, Auckland, New Zealand, September.

Wormgoor, S. (2015). Board Member for Clinical Exercise Physiology NZ – elected in November, UCOL, Palmerston North, New Zealand, November-December.

88 UCOL Annual Report 201588 Photo: Wairarapa Campus Hairdressing.

Meet our graduates

shaun curryBachelor of Exercise and Sport Science

After completing his Bachelor of Exercise and Sports Science, UCOL graduate Shaun Curry signed on to a Strength and Conditioning internship with the Christchurch-based Crusaders rugby union franchise for 2016.

Having always been involved with rugby, including playing professionally for the Manawatu Turbos prior to studying at UCOL, Shaun says it was serious injuries that pushed him to consider his future options.

“My injuries required surgery and extended recovery time and I knew that even if I recovered, rugby wouldn’t last forever; but I wanted to still work within the sport.”

“I had heard that the Bachelor of Exercise and Sport Science at UCOL offered lots of practical experience and placements which would help me enter back into the industry.”

Shaun enrolled at UCOL as a mid-year student and was able to complete his degree six months early by taking two papers during each summer to catch up.

Shaun’s commitment to his study and his passion for rugby has contributed to his success.

“My background in rugby and placements throughout my degree definitely helped me get to where I am today.”

Shaun’s lecturers encouraged him to apply for the internship and send through his CV, which was then followed with a Skype interview where he impressed the Crusaders Coaches with his passion. The internship will conclude at the end of the 2016 season, and Shaun is hopeful that further job opportunities may arise.

During his time at UCOL Shaun also placed second at the Battle of the Fittest Crossfit competition, and joined his gym Crossfit Mana in their winning bid at the New Zealand national Teams competition.

Documents

UCOL ANNUAL REPORT Report 2015.pdf · 2016-09-29 · 2 UCOL Annual Report 2015 This year was a positive and constructive year for UCOL that saw consolidation of some major changes