The Performance Indicators and Targets
The main outputs of the University are teaching, research and community services. These outputs enshrine the purpose of the University as defined in the Education Act 1989 and further clarified and expanded upon in the University Charter.
Strategic Objective 1
Deliver high quality programmes so that domestic EFTS-related revenue increases by 2 percent per annum in real terms in the face of changing demographics and increased competition.
Performance in 2004
The 2004 result represents an increase of 2.2 percent in real terms.
*This figure includes Government grant monies received for domestic students and some postgraduate international students.
The domestic student numbers which will produce the revenue in the table above can be represented by Ministry of Education output classes, categories and groups as shown in the following supporting tables:
Other Objectives for 2004
- Introduce new academic programmes as listed in Appendix 1 of the Interim Profile.
- Manage building development projects so that the increased numbers of students can be accommodated in high quality teaching and research environments (with particular reference to the completion and opening of the Pipitea Campus).
Performance in 2004
- The following new academic programmes were introduced in 2004:
Master of Public Administration (Executive)
Postgraduate Certificate in Financial Markets Analysis
Artist Diploma
Master of Teaching
International Master of Business Administration
PG Certificate in Archives and Record Management
PG Diploma in Archives and Record Management
Conjoint Bachelor of Teaching (Early Childhood)/Bachelor of Arts
Master of Strategic Studies
Postgraduate Diploma in Strategic Studies
Postgraduate Certificate in Strategic Studies
Diploma in Education and Training for Professional Development
Foundation Studies
Master of Nursing
Master of Midwifery
Postgraduate Diploma in Nursing
Postgraduate Diploma in Midwifery
Certificate of University Proficiency
- Rutherford House was refurbished and two large lecture theatres completed in time for the opening of the Pipitea Campus in March. This also included building strengthening and refurbishment of the Railway West Wing at the historic Wellington Railway Station. The Pipitea Campus, incorporating the Government Buildings Historic Reserve, provides teaching and study spaces for about 6,000 second year law, commerce and government students, as well as those undertaking continuing education or executive development courses.
In partnership with a property developer, an annex to the Te Aro Campus building was completed and occupied by Trimester 2, enabling all student activity to be more closely grouped.
The Victoria Psychology Clinic was also opened in September and is located in Featherston St in central Wellington.
In total, the University occupied an additional 4,557 square metres to 97,797 square metres, an increase of almost 4.9 percent over the previous year.
Strategic Objective 2
Achieve, at both undergraduate and postgraduate levels, a domestic student community that is representative of the wider community, particularly with respect to Māori and Pacific students.
Performance in 2004
Other Objectives for 2004
- Develop and implement a new Certificate of University Proficiency programme designed to give domestic students, including Māori and Pacific, the necessary confidence, skills and knowledge to succeed at Victoria University.
- Seek funding for a new project designed to evaluate support systems to encourage Māori and Pacific secondary students to transition to tertiary study (collaborative project with the Wellington Regional Education Cluster and the Wellington Regional Secondary Principals’ Association).
- Complete an equity scan designed to quantify the range of programmes to support Māori and Pacific students in which the University is engaged and assess their effectiveness.
- Increase the achievement rate of Māori and Pacific students through the provision of mentoring and support programmes for students at risk of academic failure (subject to Special Supplementary Grant approval).
- Increase Māori and Pacific students’ retention rates through the provision of mentoring and support programmes, and the granting of Tūmau Awards (subject to Special Supplementary Grant approval).
Performance in 2004
- The Certificate of University Proficiency programme was offered three times in 2004. Since Trimester 1, 300 students have enrolled in the programme, although 38 of these enrolments were for the Summer Trimester and will complete in February 2005. Pacific students made up 16 percent, and Māori students 18 percent, of total enrolments in that period.
- The Community Outreach programme started in 2002 continued to operate in the targeted six low decile Wellington secondary schools during 2004. This programme aims to encourage Māori and Pacific students to go on to tertiary education, in particular university study, through the provision of weekly academic workshops, motivational activities, two noho marae on the University grounds, and interaction with mentors. In 2004, 67 Year 12 and 13 students participated, and 27 Māori and Pacific graduates from the community were mentors and role models.
- The University engaged an independent researcher to investigate the investment it makes in equity initiatives. Largely conducted in 2003, the final report was completed and sent to Council in October 2004. The report takes each of the Equity Goals of the University's Equity Plan, identifies the initiatives undertaken, and reports, where possible, the investment made in that area. In particular, it quantifies the investment made in the range of programmes aimed at increased participation, retention and achievement by Māori and Pacific students and those for supporting a diverse staff body. The report is a comprehensive survey of initiatives and is a useful starting point for further investigations in the area of equity. The Equity Advisory Group has begun further investigations into equity initiatives identified.
- Specific mentoring and support programmes for students at risk of academic failure was not funded by Government through the Special Supplementary Grant scheme. The University ran a pilot programme through the Student Counselling Service for all students at risk in the Faculty of Humanities & Social Sciences.
- Retention data relates to the number of students who enrolled in 2003 and who re-enrolled in 2004 and were still enrolled in August 2004, reflecting the impact of experiences during the previous year. The overall retention rate for all groups was 79 percent; for Māori students this was 71 percent—a six percent increase since 2000; and for Pacific students the rate was 70 percent —a five percent increase since 2000.
Strategic Objective 3
Ensure that all Schools or major qualifications undergo an internationally benchmarked review at intervals of no more than 7 years and that there is a formal mechanism in place to audit responses to recommendations arising from the review. School reviews (if adopted) are to address key academic programmes/qualifications (e.g. undergraduate and postgraduate majors) for which the School has responsibility, as well as the research programmes of the School and its associated research centres/institutes.
Objectives for 2004
- Conduct reviews of History, Politics, Art History, Psychology, Marketing and International Business, and TESOL.
- Prepare the Victoria University self review portfolio for the May 2005 Academic Audit.
Performance in 2004
- Five academic programmes were reviewed in 2004: the Master of Library and Information Studies, Art History, History, Politics and Psychology. Two further programmes scheduled for review in November and December of 2004 were deferred to the 2005 review schedule. Each review was carried out by an external panel comprising at least one international expert in the relevant discipline and one national expert, as well as community and Māori representatives where appropriate. An independent Victoria University staff member was appointed to convene the panel and to oversee the preparation of the review report. Panel visits involved meetings with staff, both from within the programme and elsewhere in the University, and undergraduate and postgraduate students enrolled in the programme. Prior to the panel visit each review panel received a self-review document prepared by staff in the relevant programme. The self-review exercise involved reflection by the staff on issues such as: how well the programme was achieving its aims; the integration of teaching and research; and initiatives for future development. The review panels also had access to written submissions from staff, students and community members, as well as summary reports from the University Teaching Development Centre-led student focus groups.
During 2004 the first of the six-monthly reports on progress with recommendations arising from academic programmes reviewed in 2003 were received. These reports indicated that the implementation process is progressing smoothly and that appropriate steps are being taken to address the review recommendations.
A number of amendments and refinements were made to the academic programme review process in 2004, culminating in revised terms of reference aimed at strengthening the focus of these reviews around key quality enhancement questions. The new terms of reference and a revised process for implementing the final report will come into effect in 2005.
- The national theme for the cycle 3 academic audit is teaching quality, programme delivery and the achievement of learning outcomes.
Since learning and teaching were covered as Victoria University’s nominated institution-specific theme in the cycle 2 academic audit in 2000, the University was given approval by the Academic Audit Unit for its academic programme reviews to be the focus of the cycle 3 audit. This approval acknowledges a degree of overlap with the last audit and this one, but also allows Victoria to provide specific evidence that demonstrates its commitment to the effectiveness of the quality systems in place.
In keeping with this agreement, review documentation supporting the emphasis of this audit has been prepared by staff of the academic programmes in the course of their recent reviews.
The preparation of the rest of the academic audit self-review portfolio was undertaken by an executive team within the Office of the Assistant Vice-Chancellor (Academic), Associate Professor Jenny Harper, with the assistance of independent consultant Bruce Phillipps. Considerable advice was provided by the University Teaching Development Centre, Finance, Public Affairs and many individual managers and other staff who provided information in response to requests and ad hoc questionnaires.
The University community was briefed by the Assistant Vice-Chancellor (Academic) during 2004. Several columns appeared in the University’s internal staff newsletter, VicNews, to assist with the briefing process. Relevant Heads of School and programme directors (that is, those whose programmes have been reviewed), as well as Central Service Unit managers whose work directly impacts on the learning and teaching outcomes under review, were briefed more fully by the consultant.
The audit portfolio begins with a summary of the University’s progress in relation to recommendations made in the cycle 2 audit. This is followed by a statement on initiatives relating to teaching and learning implemented as a result of the cycle 2 audit and an assessment of their effectiveness.
Strategic Objective 4
Develop mechanisms to determine the sustainability (both financial and academic) of existing papers and programmes. Regularly review unsustainable papers and programmes to determine whether they can be returned to a sustainable position or should be withdrawn (except where there is a specific strategic or academic reason for retaining them).
Objective for 2004
Complete the development of a structured review mechanism for evaluating financial sustainability of individual courses.
Performance in 2004
A structured review mechanism is still under development. An essential component, course costing, is under development and due to be completed in 2005.
Strategic Objective 5
Regularly assess the quality, importance and impact of various services to students on student achievement and welfare, equity objectives and as determinants of student recruitment, retention and progression to postgraduate study, and invest in relevant student services accordingly.
Objectives for 2004
- Complete a strategic review of scholarships and implement its findings.
- Investigate the recent historical pattern of expenditure within Central Service Units (particularly those with student service functions), with a view to investing in relevant services at an appropriate level.
Performance in 2004
- A Strategic Review of Scholarships was completed in September 2003, followed by subsequent internal review and staff consultation in 2004. It was decided that the Scholarships Office and the Research Office should together form an Office of Research and Postgraduate Studies, to be established from 1 January 2005 and reporting to the Pro Vice-Chancellor (Research) . Transition planning was completed in 2004 and new staff have been recruited with expected starting dates in January/February 2005.
- The Chief Financial Officer completed a review of the expenditure of Central Service Units and the Deputy Vice-Chancellor has since instituted a review of the University-wide Student Recruitment & Retention Plan. An interim investment decision has been to extend student recruitment activities to the Auckland region. Investment decisions are taken by the Senior Management Team, based on prioritisation of initiatives. A working group to assess the relationship between student services and academic outcomes has been formed following discussion at Academic Board. The group consists of the Deputy Vice-Chancellor, the Director of Student Services, the Director of the University Teaching Development Centre, and President-elect of the Victoria University of Wellington Students’ Association.
Strategic Objective 6
Enhance the University’s research culture by investing in its future development so that a discipline-weighted rate of research outputs per staff FTE that is comparable with the best of other New Zealand universities is achieved.
Performance in 2004
Strategic Objective 7
Establish at least 10 new research centres, each consistent with the strategic focus areas of Victoria University and each having at least 10 staff FTE supported by at least $1M per annum revenue from sources other than the Government EFTS-related grant and tuition fees.
Performance in 2004
The University Council has approved establishment of 11 Applied Research Centres, eight of which have been launched and one of which has achieved the 10-year target of 10 FTEs and $1M per annum revenue.
The Centres are:
In setting the Strategic Objective, the University aimed to report on the public launch of each Centre preceded by the development of a comprehensive business plan and release of University seed funding. The attainment of at least 10 staff FTEs supported by at least $1M per annum revenue from sources other than the Government EFTS-related grant and tuition fees forms part of each Centre's business plan and is to be attained within the period of the University's Strategic Plan. The Centres that have been launched will be progressively developed to the target 'size'.
Other Objective for 2004
Complete the relocation to the University of the Malaghan Institute of Medical Research and of its linkages to relevant University staff and Schools.
Performance in 2004
The Malaghan Institute of Medical Research moved into its purpose-designed facilities on the University’s Kelburn Campus in July with the official opening in August attended by the Governor-General, the Hon Dame Silvia Cartwright, the Minister of Health, the Hon Annette King, the Mayor of Wellington, Kerry Prendergast, the Chancellor, Rosemary Barrington, staff, trustees and supporters of the Malaghan, including Trust Chairman, Graham Malaghan, and Research Director, Professor Graham Le Gros, Victoria University staff and Council members, and staff from the Wellington School of Medicine & Health Sciences. Linkages between the School of Biological Sciences and University research projects are well-advanced.
Strategic Objective 8
Generate at least $30M per annum from New Zealand-based and international contract research and consultancy.
Performance in 2004
Other Objectives for 2004
- Establish an IP sub-committee of the University Research Committee (URC) to advise the URC on implementation of the IP policy.
- Identify and develop the University’s capacity for Māori related research.
Performance in 2004
- The University drafted an Intellectual Property Policy in consultation with the staff union, which is awaiting ratification by the union. Following ratification, an Intellectual Property Committee will be set up as a sub-committee of the University Research Committee to oversee implementation of the policy.
- The Government’s Performance-Based Research Fund exercise results released in 2004 show that Victoria ranks as the top researchers in New Zealand in Māori knowledge and development with the highest percentage of ‘A’ grade researchers in the country. Within Victoria University, staff carrying out research in this subject rank amongst the top seven subject areas for research quality with greater than 18 percent of staff ranked as ‘A’ grade quality researchers. Progress has been made towards further identification and development of the University’s capacity for Māori related research with an identified priority being the development of a policy framework within which Māori research can take place, alongside an inventory of what is already being undertaken that will help inform the development of such a framework.
- A Māori researcher was awarded a New Researcher's grant and the 2004 Postgraduate Supervisors Development Programmes in October and December included sessions on Māori and Pacific issues in supervision. This is now a permanent feature of the programme.
Strategic Objective 9
Ensure success rates in major national grant rounds (e.g. PGSF/NERF, Marsden, HRC) consistent with those of the best New Zealand universities (adjusted for the size of the relevant Schools).
Objectives for 2004
- Evaluate the implications of the University’s PBRF results and, in light of those results, review investment in research.
- Institute a comprehensive research-training programme for staff.
Performance in 2004
- The Pro Vice-Chancellor (Research) and staff of the Research Office reviewed the Performance-Based Research Fund outcomes both in terms of absolute and relative quality. These outcomes were discussed by the University's Senior Management Team and more widely within the University community, including at Heads of School and staff forums and a forum for invited stakeholders. A debrief was held for those involved in the Panel process.
- A strategic investment fund for developing research capacity has been established to support new researchers.
Strategic Objective
10
Maintain community service outputs per academic staff FTE at the 2000 level thus ensuring that the University’s role as a contributor to national development and as a critic and conscience of society is maintained.
Performance in 2004
*There has been a significant increase in the commitment of resources from the University to public service.
Strategic Objective 11
Achieve revenue associated with internationalisation equivalent to 20 percent of total revenue by 2010, with a spread across different activities and countries to ameliorate risk.
Performance in 2004
* Revenue from international tuition fees
Other Objectives for 2004
- Implement the new Certificate in Foundation Studies, designed to provide a broadly-based programme of university preparation for international students.
- Increase international enrolments in targeted degree programmes (Humanities, Science, Architecture and Design).
- Conduct at least one major market research project on an existing or future potential market for international students.
- Expand the University's agent network in Europe so as to increase the proportion of international students from that region.
- Implement at least one new twinning programme with an international partner university.
- Explore opportunities to expand the scope of existing twinning programmes by establishing pathways into science, social science and humanities degree programmes.
- Explore options for the development of twinning programmes in Foundation Studies.
- Hold at least three alumni functions in centres outside New Zealand.
- Research international student support, benchmarking other leading international programmes in Australasia. Implement new services for international students as appropriate (subject to budget approval).
- The new Foundation Studies programme was established in 2004 and has been successful, with 110 students so far either completing the programme or still studying in the Summer Trimester. All eleven courses has been written, taught and revised and the programme is now well established on the Karori Campus. The staff consists of the Director, Programme Administrator and a team of 10 well-qualified and experienced teachers.
- Of the 72 students who commenced the programme in the first intake in March 2004, about 75 percent successfully completed the programme in the minimum time and have been awarded the Certificate. Others have returned to complete further courses to finish the qualification.
- The number of international enrolments increased in the targeted programmes. Across the Science Faculty the increase was 15.6 percent; in the Faculty of Humanities & Social Sciences the enrolment increase was 11.4 percent; and in the Faculty of Architecture & Design international enrolments increased by 39 percent.
- The University completed its Malaysian research project which has provided the blueprint for all University work in Malaysia and was a driver behind buying and installing specialised customer response management software for international student inquiries.
- The University's agent network in Europe has expanded to 15 agents, an increase of six.
- A new twinning programme has been established with the Hanoi University of Technology for the Bachelor of Commerce & Administration degree.
- Agreement has been reached to expand the existing twinning programme with King Mongkut’s University of Technology in Thailand to include pathways to other degree programmes.
- The Foundation Studies programme has been delivered in Wellington at the Karori Campus, and in Auckland by the University’s partner institution, the Academic Colleges Group. There have been more than 30 students enrolled in the programme in Auckland. Moderation procedures have been developed and revised to ensure that the outcomes from both are equivalent. During 2004 exploratory work to investigate the possible delivery of the programme offshore proceeded successfully. Plans are now well underway for the delivery of the programme at the Campus of the University of Economics, Ho Chi Minh City, Vietnam, commencing in March 2005.
- The inaugural New Zealand Alumni Convention was held in Kuching, Malaysia, between t8 and 10 July. The Chancellor hosted an alumni function in Jakarta. The largest overseas alumni function was held at the House of Lords in London with 189 attendees. Supported by Victoria alumnus and New Zealand's High Commissioner to Britain, the Hon Russell Marshall, the reception was hosted by the Rt Hon Lord Morris of Manchester, on behalf of alumnus, the Rt Hon Lord Cooke of Thorndon. Two separate dinners hosted by the Vice-Chancellor, Professor Stuart McCutcheon, were held in Cambridge on 3 November and New York on 5 November. The dinners were each attended by 9 alumni and friends of the University. Pro-Vice Chancellor (International), Professor Neil Quigley, hosted alumni reunion functions marking the launch of the Chinese Alumni Network in Wellington in October followed by functions in December in Shanghai and Beijing.
- Research has continued into entrance criteria and academic success of international students in their degree programmes. The University has gained insight into student behaviour and this research has been used to implement new monitoring programmes for students at risk. The University entered into an agreement with the New Zealand Immigration Service to produce student visas on campus and became the first University in New Zealand to issue length of course visas to its students. Following a change to the Code of Practice for the Pastoral Care of International Students, the University set up new systems to offer comprehensive health and travel insurance to international students. Orientation programmes were also redeveloped to better accommodate the diverse range of students at Victoria.
Strategic Objective 12
Ensure that the University has data collection, management and reporting systems, which will provide high quality support for decision-making and accountability purposes (particularly in regard to such issues as student recruitment and retention, Treaty of Waitangi objectives, and equity of educational and employment opportunities).
Other Objectives for 2004
- Complete the implementation of e-procurement.
- Complete the integration of Finance system with Student Administration System for revenue reporting.
- Implement web enabled software to meet timetabling and scheduling demands of Victoria University's multi-campus environment.
- Implement further development of the Student Administration System incorporating additional new functionality to allow students and staff to interact online (subject to budget approval).
- Upgrade Banner to version 6 to improve accessibility to staff and students eg Baseline admission; curriculum advising module; online enrolment (subject to budget approval).
- Develop and implement a strategic reporting capability (subject to budget approval).
- Implement the digital information management module of the shared Voyager library system (Conzulsys).
- Implement the Management Development Programme for Senior Management, Heads of School and Central Service Unit Managers.
- Develop and implement a co-ordinated University-wide learning strategy for professional staff development.
Performance in 2004
- Following a staged roll-out, iProcurement implementation was completed on 19 November 2004 for the University, except for Facilities Management, which had approval from the Vice-Chancellor to be exempt from its use.
- The progress in 2004 consisted of a full review (ongoing) of the complex issues surrounding this integration. The integration of the Finance and Student Administration System for revenue reporting was completed in accordance with the original scope of the work. A subcommittee of Finance and Central Student Administration staff meets every month to resolve issues and scope additional requirements as part of continued operational planning.
- Lengthy contract negotiations delayed the commencement of this project. The implementation is now well underway and the project is progressing and on target to produce an academic timetable for the 2006 academic year by June 2005.
- This project has provided students and staff wider access to information from the Student Administration System. It provides staff with the opportunity to access information at any time, in a structured and logical way. Students can pay fees online and staff have online access to the curriculum advising programme, enabling them to complete degree audit requirements. It is intended to make this available to a wider number of staff and to students in 2005 in order to assist with degree planning and advising.
- The upgrade to Banner version 6 was completed in January 2004 without incident, on time and within budget.
- Reporting in general has been reviewed in 2004 and the University's current reporting products and staff skill sets allow a good base for a user-focussed approach to information required by decision-makers at all levels. The reporting strategy software was bought and installed in a test environment.
- During 2004 the Serials Solutions and LinkFinder Plus software was installed to enhance access to electronic journals and other resources. The remainder of the software will be loaded during January 2005 and implemented thereafter.
- The Management Development Programme for Senior Management, Heads of School and Central Service Unit Managers was fully implemented during 2004 and renamed the Vice-Chancellor's Leadership Programme. Seminars are now available to all managers within the University. A website was set up to support the programme and on-going funding secured for 2005. A ‘Women in Leadership’ programme was also successfully piloted in the second half of 2004.
- The process for revising the University’s Strategic Plan highlighted that it did not contain specific staff recruitment and retention objectives. These were developed and are now included in the final Strategic Plan. A University-wide Staff Recruitment and Retention plan will now be developed to sit alongside other University-wide plans.
Strategic Objective 13
Achieve proportions of appropriately qualified staff, at all levels in the University, which are representative of the wider community (Māori, Pacific, gender, disability).
Objective for 2004
Complete an equity analysis designed to quantify the range of programmes to support staff in which the University is currently engaged and assess their effectiveness.
Performance in 2004
The University engaged an independent researcher to investigate the investment it makes in equity initiatives. Largely conducted in 2003, the final report was completed and sent to Council in October 2004. The report takes each of the Equity Goals of the University's Equity Plan, identifies the initiatives undertaken, and reports, where possible, the investment made in that area. In particular, it quantifies the investment made in the range of programmes aimed at increased participation, retention and achievement by Māori and Pacific students and those for supporting a diverse staff body. The report is a comprehensive survey of initiatives and is a useful starting point for further investigations in the area of equity. The Equity Advisory Group has begun further investigations into the equity initiatives identified.
Strategic Objective 14
Ensure that the University has in place effective formal mechanisms for the development, maintenance and review of relationships with key stakeholders.
Objectives for 2004
- Prepare the business case for a merger between the Wellington College of Education and Victoria University of Wellington (subject to approval of the Wellington College of Education and Victoria University of Wellington Councils).
- Determine the management structure for new joint School of Music with Massey University.
- Develop, for the joint School of Music, shared academic programmes for jointly-awarded qualifications for the NZVCC Committee on University Academic Programmes’ approval.
Performance in 2004
- The business case for the merger was approved by the Councils of Wellington College of Education and Victoria University, following advice from their Academic Boards, and submitted to the Minister of Education and the Associate Minister of Education (Tertiary Education) in May 2004. The Ministers sought public submissions on the merger proposal and following consideration of those submissions the merger was approved by Order in Council in November 2004. The disestablishment of Wellington College of Education, its incorporation into the University, and the creation of a new College of Education, will take effect on 1 January 2005.
- After considering legal advice on the options for the structure of the new School, Massey University and Victoria University agreed to enter into an incorporated joint venture which will establish the New Zealand School of Music as a company wholly owned by the two universities. The New Zealand School of Music Board of Directors will employ the Director of the School. A draft joint venture agreement and company constitution have been prepared and are expected to be finalised early in 2005.
- A programme for reaccrediting all of the music qualifications taught by the Massey Conservatorium of Music and the Victoria School of Music as jointly awarded qualifications offered by the New Zealand School of Music was approved by the Universities. The New Zealand Vice-Chancellors’ Committee reaccredited the first four programmes in November 2004 and the remaining programmes will be submitted for reaccreditation in 2005. The New Zealand Vice-Chancellors’ Committee developed procedures for jointly awarded qualifications by two New Zealand universities in response to this initiative.
Strategic Objective
15
Ensure that the University has in place effective formal mechanisms for partnering with iwi and other Māori organisations to promote cultural understanding, community development and accountability.
Objectives for 2004
- Ensure Māori representation on Toihuarewa.
- Meet regularly with Māori representatives through the Office of the Pro Vice-Chancellor (Māori).
- Ensure Māori representation on the Vice-Chancellor’s Treaty of Waitangi Advisory Committee.
- Develop a staff development programme for Treaty of Waitangi obligations, which addresses the University’s Treaty Framework, the Treaty of Waitangi, and Tikanga Māori.
- Continue to progress iwi relationships at the governance level.
Performance in 2004
- Iwi representatives are invited to attend the regular Toihuarewa meetings held at Te Herenga Waka Marae. In 2004, Te Atiawa and Ngāti Toa iwi representatives attended Toihuarewa.
- The Pro Vice-Chancellor (Māori) met regularly through out the year with Māori stakeholders and iwi representatives. Several iwi-based hui were held at Te Herenga Waka Marae and hosted by Victoria University.
- The Vice-Chancellor’s Treaty of Waitangi Advisory Committee considered several issues on which its advice was sought during the year. It met once in person and conducted other business via electronic communications. Five of its members are Māori.
- The Human Resources Directorate and the Office of the Pro Vice-Chancellor (Māori) developed a programme that is currently under consultation with iwi representatives and Māori stakeholders. It is intended that this programme be delivered in 2005.
- The Senior Management Team assisted members of the University Council to meet with representatives of Te Atiawa, Ngāti Toa and Ngāti Porou in 2004. These form part of an ongoing process. Dialogue is continuing with other iwi stakeholders and it is anticipated that other similar hui of this nature will be conducted around the country in future years.
Strategic Objective 16
Ensure that the University generates by 2004 an annual operating surplus of at least 6 percent of revenue, in order to support enhanced capital developments and buffer against changes in the external environment. *
* The University has reconsidered this Strategic Plan target in light of funding constraints, hence the slightly lower target.
Other Objective for 2004
Complete the development of a medium term model to predict the financial performance and position of the University.
Performance in 2004
The medium term model to predict the financial performance and position of the University was completed.
Strategic Objective 17
Ensure that the University maintains cash reserves of at least $20 million.*
Performance in 2004
*The University has reconsidered its Strategic Plan targets in light of its commitment to fund campus developments in order to accommodate recent growth in student and staff numbers.
Strategic Objective 18
Ensure that the University’s overhead cost structure is benchmarked regularly against those of other New Zealand universities and maintained at the lower end of the national range.
Objective for 2004
- Examine the detailed costs required to operate selected University support services so that these costs may be benchmarked with other providers.
- Use the University-wide risk profile to prioritise and manage the identified risks.
Performance in 2004
- Examination of the detailed costs has been completed for two of the higher-level expenditure Central Service Units: Information Technology Services; and the Library. The Chief Financial Officers of New Zealand universities are engaged in a process of discussing the development of benchmarking opportunities.
- University-wide risks were identified and prioritised according to the likelihood of their occurrence and impact, and oversight was allocated to Senior Management Team members. Various new controls have been applied to risks judged to be significant. Further independent information about some risks was required, and these have been built into the Internal Audit Plan for the coming years.
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