Board meeting minutes
Monday, 6 July 2020
Present
Jenn Bestwick (Chair)
Nancy McConnell (via Skype)
Alastair MacCormick
Vivien Sutherland Bridgwater
John Russell
Wayne Ngata
Kirk Hope
Apologies
In attendance
Tim Fowler, Chief Executive
Gillian Dudgeon, Deputy Chief Executive – Delivery
John Soulis, Deputy Chief Executive – Corporate and Finance
Paora Ammunson, Deputy Chief Executive – Learner Success – Ōritetanga
Ian Lee, Deputy Chief Executive – Strategy & Design
Mat Pawley, Deputy Chief Executive – Information
s9(2)(a)
, Executive Officer to the Board (minutes)
Kirsten Ralph, Manager – Strategy and Evaluation, Strategy and Design (Item 5)
s9(2)(a)
, Principal Advisor – Strategy and Evaluation, Strategy and Design (Item 5)
David Strong, Portfolio Director – Reform of Vocational Education (Items 10-15)
Deirdre Marshall, Manager – Delivery and Projects , Delivery (Items 10-15)
s9(2)(a)
, Chief Advisor – Delivery (Items 10-15)
Jeremy Morley – Consultant contracted to Audit, Risk and Compliance Committee – Lunch
TEC, Monday, 6 July 2020, approved Monday, 3 August 2020
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Commissioners Only Session
Commissioners held a closed session which was not minuted.
Commissioners and Chief Executive Session
Commissioners held a closed session with the Chief Executive which was not minuted.
Administration
1. Welcome and apologies
The Chair (Jenn Bestwick) welcomed everyone and declared the meeting open. She noted this was the first face-to-face meeting since the
COVID-19 lockdown, and only the third face-to-face meeting for the Board in 2020. She thanked everyone for their flexibility and
contribution to our many video conference meetings and workshops during the lockdown period.
2. Adoption of Board meeting minutes
Minute No. TEC200706/2
Resolved
The Board of Commissioners (the Board) adopted the minutes of the following Board meetings en-bloc as true and correct record of those
meetings:
›
7 May 2020 Board teleconference
›
21 May 2020 Board teleconference
›
4 June 2020 Board teleconference
›
8 June 2020 Board meeting – teleconference
›
18 June 2020 Board teleconference.
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›
We have been doing the right things, but there are still significant issues to resolve around equity, skills and employability, and
system responsiveness.
›
Twenty-five ideas were consolidated from the discussion papers and workshops into twelve potential strategic responses. These
were analysed according to value, achievability and strategic unity with the following five being identified as the suggested best
place to put first emphasis on:
skills and equity-focused careers response
leaner-centric funding system
responsive skills development
sector capability
RoVE.
›
Strategic enablers to help us get there are:
develop a longer-term, more strategic investment process
develop a strategic risk appetite
leverage our convening strategically
streamline our investment process
introduce human-centered systems thinking
build and leverage our data and insight capabilities.
General discussion
›
System flexibility – how we are taught and the way we learn are all critical to increasing participation and successful outcomes.
›
Barriers for learners – we need to know more about barriers for learners to inform our responsiveness e.g. enrolment and
admission systems, being able to enroll in multiple institutions, what Study Link can/cannot be used for etc, access to technology
etc – surveying students to inform this information could be useful.
›
Our role in the system – various government agencies are taking the lead on different initiatives for the COVID-19 economic
recovery and we link in e.g. employer incentives is being led by the Ministry of Business, Innovation and Environment (MBIE). We
need to be very clear which initiatives we are the lead on and which we link into and who is keeping an overall watch of the whole –
it was suggested that the Employment Education and Training (EET) CEs Group Tim Fowler is a member of is the best place to have
that oversight as a whole of government approach.
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Knowledge and capability – concern was voiced that we don’t think of universities in terms of bodies of knowledge and capability,
and what they can do to help communities and the nation, and how and what we can do to support this capability.
›
It was acknowledged that there are two parts to universities, teaching, and knowledge and research, and that we blur these in the
way we do our funding and our system is constructed for knowledge in a passive way, getting our head around the Wānanga way
would help.
›
A draft paper is due to be sent to the Minister before the end of July 2020 on how Section 159L could be changed to allow more
flexibility in how we allocate funding which would allow us to develop/fund initiatives differently and more flexibility.
Summary and agreed next steps
›
The Board agreed five key areas to commence work on under the ‘Overton window’ framework outlined by Ian Lee:
Careers direct guidance (under-way)
Section 159L/Funding flexibility (under way)
UNZ position and future of university collaboration
Barriers – entry, access, move and portable through the system (system wide survey)
Expanding service (our mandate to go direct)Distance/online learning, what are we delivering,
›
Deliver the integrated strategic plan for Horizon 1 as proposed
›
Strategy on a page –
1-2 A3s to capture the essence of the presentation/pre-read (assume the audience is external/ minister)
Could include integrated plan
›
Areas
Broaden “sector capability”, which currently includes capability to be learner-centric and knowledge creation’; monitor and
report on the whole system
Indicate on value-achievability matrix – which agencies/stakeholders play leading vs support roles
Action item 200706/5: Ian Lee and team are to provide the Board with an update of the
COVID-19 Strategic Response work at the August 2020 meeting.
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6. Data 2020 Status Update
Minute No. TEC200706/6
The Board noted the ‘Data 2020 Status Update’ paper dated 6 July 2020.
Mat Pawley provided an update on the Data 2020 project including the progress being made on the issue highlighted to the Board during
their Monday, 8 June 2020 Board meeting.
›
The newly appointed developers ‘on boarded’ well during the COVID-19 lockdown.
›
An internal Steering Group, comprising the Mat Pawley, Gillian Dudgeon and John Soulis has been set up to oversee the project in
more detail and micro level.
›
The new Project Manager completed a review of the project. This found that the business case had been significantly
underestimated.
›
Options analysis workshops were held in May 2020 with a focus on reshaping the project. This work progressed from identifying
three viable options into more detailed planning with one option being recommended to the Steering Group.
›
The Steering Group has approved the following approach:
develop the new Data Exchange Platform (DEP), to replace existing WorkSpace2 (WS2) and Services for Tertiary Education
Organisations (STEO) functionality, to reduce the operational risk of the current data collection platforms
develop a Fees Free API to address current issues for TEOs
commence the co-design of API solutions with the sector in early 2021
defer the development of remaining external APIs.
›
The Steering Group considered risks and cost impacts before approving the new approach.
›
We have been working with the Ministry of Education and other stakeholders and ensuring we take a duty of care and careful
approach to this project.
›
The new platforms will be held in the cloud – reducing our reliance on housing them ourselves.
›
A benefit, in the future, is the anticipated alignment with the unified funding system.
›
The projects estimated completion time is October 2021 with a new budget of $7.7m including contingencies. This is an increase of
$2.3m from the original business case.
›
A change request and formal request for increased funding will be presented to the 3 August 2020 Board meeting.
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Board Guest
Jeremy Morley, Independent Consultant on the Audit, Risk and Compliance Committee joined the Board for lunch. When the meeting
resumed Jeremy gave the Board a brief bio on himself:
›
currently working part time with PwC
›
has extensive experience working in the education sector – with a particular focus in the audit, risk and monitoring areas, as well as
working with, and helping, stressed organisations
›
has a passion for all things education
›
brings vast financial knowledge and experience to the Audit, Risk and Compliance Committee.
Jeremy Morley left the meeting.
7. Universities Work Programme Update
Minute No. TEC200706/7
The Board noted the ‘Universities Work Programme Update’ paper dated 6 July 2020.
General discussion
›
Financial overview/information gathering meetings have been held with seven of the eight Universities. A summary document will
be prepared for the Board’s August 2020 meeting.
›
The Waikato Vice-Chancellor has shared a ‘think piece’ paper with Jenn Bestwick – she will check to see if she can share this with
the Board and TEC.
Resolved
The Board resolved to note:
›
the University Work Programme – TEC 2020, which has been developed in conjunction with members of the Board
›
that the delivery dates for each piece of work are currently being worked through
›
this work will be incorporated into the overall draft programme of strategy work being developed following the lockdown
workshops.
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Action item 200706/7: Jenn Bestwick is to check if she can share the Waikato Vice Chancellor’s
‘think piece’ paper with the Board and TEC team.
Core business and project reporting
8. Chief Executive’s report
Minute No. TEC200706/8
The Board noted the ‘Chief Executive Report’ dated 6 July 2020 plus the attached ‘OPM Scorecard as at May 2020, Priority Project
Updates as at June 2020 and Risk Register as at July 2020’ reports.
OPM Scorecard
›
Customer Contacts are showing ‘Red’ as we are not meeting our service leave agreement of 80 percent resolution, however we are
making progress and have recruited more staff and approved a change in technology, which is yet to be installed.
›
Since the Budget 2020 announcements we have experienced an increase in calls from learners.
›
We are developing a specific programme that will be government funded, for careers advice. TEC will triage calls with the careers
guidance component being outsourced to Career Development Association of New Zealand.
›
We are enhancing our technology and knowledge base, using artificial intelligence and trends, to cope with the wide variety, and
increased number, of calls. We will identify common themes and provide upfront information to lessen the number of call that
require direct customer contact.
›
Our Call Centre processes and staff worked extremely well during lockdown; a number of staff continue to work from home on any
given day.
›
A new system has been implemented for contractor renewals to ensure our contractors are fit for purpose and project progress is
actively managed.
The Board noted the hard work from staff during the COVID-19 lockdown period and acknowledged the heavy workload in front of us as
a result of COVID-19, our strategic planning and Budget 2020 announcements. They asked that staff look after themselves and take their
leave to ensure they are well rested and getting time with their families.
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Priority Projects
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Unified Funding System (Phase 2) – ‘Amber’
this project is ‘Amber’ due to resourcing issues as staff were redirected to our COVID-19 response work
this project will take two years to complete, mainly due to the testing required (the first year we will collect the data, the
second year we will analyse and checking it)
the project focuses on a new way of allocating funds, not assigning additional funds.
›
Te Honoa Wānanga – (Wānanga Sector Dialogue)
the joint Ministers were happy to sign-off the approach being taken to this dialogue, this will require additional work in the
legislative component area before the final briefing is presented to Ministers
open conversations with the broader education sector will be required as government don’t want them going in different
directions.
›
Giving effect to the TES
we have a copy of the draft TES sent to the Minister the week commencing 29 June 2020
the high level statements have not changed and the supporting statements have been watered down
this means we will need to provide more information in our Investment Plan Guidance, as it is not in the TES.
Ombudsman
›
TEC wrote to the Ombudsman the week commencing 29 June 2020. We are yet to hear his next steps.
›
We have received notification of a third case, TEC’s view of this case is different to the others and as a result Tim Fowler has asked
for a review of our ‘exceptional; circumstances’ process.
›
We have approved 50-60 ‘exceptional circumstances’ cases over last two years, but we could have done some quicker than we did.
AUT sexual harassment allegations
›
An Independent Barrister has been appointed to complete the review – TEC has not yet seen the Terms of Reference.
›
Tim Fowler has been advised that a s9(2)(a)
had raised concerns about this person some years ago. That person will be
contacted as part of the review.
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›
we are forecasting $3.8m capital spend in 2019/20
›
we transfer $1.2b of funding from 2020/21 into 2019/20 as a result of COVID-19 (this is a technical accounting issues only and has
been signaled to the Board a number of times
›
the balance sheet and analysis of cash is looking good
›
the auditors are due in a few weeks.
Sensitive, Board and Chief Executive Expenses
The Board noted the Sensitive, Board and Chief Executive Expenses as at May 2020.
Resolved
The Board Chair approved the Board of Commissioners’ and Chief Executive’s expenses for May 2020.
The Chair of the Audit, Risk and Compliance Committee approved the Board Chair’s expenses for May2020.
David Strong, Deirdre Marshall and Johnny Tramoundanas-Can joined the meeting.
10. Reform of Vocational Education (RoVE) – Programme Update – June 2020
Minute No. TEC200706/10
The Board noted the ‘Reform of Vocational Education (RoVE) – Programme Update for June 2020’ dated 6 July 2020.
David Strong provided an update on the RoVE Programme’s (RoVE) work
›
the Workforce Development Councils (WDCs) and Transitional Industry Training Organisations (Transitional ITOs) projects have
been separated into two different projects.
›
WDCs
the WDCs Interim Establishment Boards (iEB) have been appointed, these will operate until October 2020, at which time,
after an Order of Council is signed, the iEBs become Establishment Boards; RoVE hopes to have all WDCs set up by mid-2021
a meeting was held the week commencing 29 June 2020 with the majority of the iEB Chairs, they were incredibly engaged and
want to collaborate, consult and have consistency across the WDCs
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the first iEB Board meetings are happening around the country the week commencing 13 July 2020.
›
Transitional ITOs
RoVE is working through the high level transitional plans received for each Transitional ITO
the 11 ITOs are Incorporated Societies with their own Boards, rules and processes, RoVE needs to work with each of them as
they move through the process
RoVE is meeting with the Transitional ITO Chief Executives fortnightly.
›
RoVE has completed Phase 1 – design and amalgamation and moving into Phase 2 – transition and implementation, which will take
two and a half years to 31 December 2020.
›
RoVE is having fortnight meetings with Te Taumata Aronui.
›
New Zealand Institute of Skills and Technology (NZIST)
continues to develop their programme, TEC and RoVE are working very closely with them and providing additional support
where required
Stephen Town, new Chief Executive, commenced on Monday, 6 July 2020
the NZIST draft Letter of Expectations is with the Minister
a draft Memorandum of Understanding between TEC and NZIST is with NZIST for their feedback.
›
MBIE has the lead on the development of the Regional Skills Leadership Groups (RSLGs)
they estimate 60 people will be recruited to support the RSLGs
the WDCs Chairs want to meet with the RSLGs Chairs and have queried centralising resources and services to generate
efficiencies and avoid duplication as many industry/employers will cross over different WDCs and/or RSLGs
the Board went one step further and queried whether one Chief Executive could cover multiple WDS and/or RSLGs –
Gillian Dudgeon clarified we will have the opportunity to influence this via our funding
›
Work continues on the EY Blue Print, the first draft has been received, workshops, to identify any gaps on different elements of the
draft Blue Print, are about to commence, these will and take approximately two months to complete
Action item 200706/10: The Board are to be provided a copy of the draft EY Blue Print at the appropriate time.
TEC, Monday, 6 July 2020 – approved Monday, 3 August 2020
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11. RoVE Unified Funding System project – progress update
Minute No. TEC200706/11
The Board noted the ‘RoVE Unified Funding System project – progress update’ paper dated 6 July 2020.
UFS is one of seven RoVE projects, the paper provided an update on the project, and in particular how we adapted our work programme
to respond to the impacts of COVID019 and outlined a series of next steps for the Implementation Design Workstream and included a
high level overview of the current system compared to the proposed UFS.
12. Centres of Vocational Excellence – Funding Decision: Primary Sector Pilot COVE
13. Centres of Vocational Excellence – Funding Decision: Construction Sector Pilot COVE
Minute No. TEC200706/12 and 13
The Board noted and discussed the ‘Centres of Vocational Excellence – Funding Decision: Primary Sector Pilot COVE’ and the ‘Centres of
Vocational Excellence – Funding Decision: Construction Sector Pilot COVE’ papers dated 6 July 2020 together.
Jenn Bestwick declared a potential conflict – she is the Chair of the Tonkin and Taylor Board
›
The Government has appropriated $5m in total for the two CoVEs for five years.
›
these are ‘Pilot’ CoVEs – one was industry driven and one was provider driven with involvement from industry.
Note resolution over page
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Resolved
The Board resolved to:
›
approve funding for the Food and Fibre Sectors’ CoVE as the pilot Primary Sector CoVE, excluding the ‘Viable and Sustainable
Provision’ Focus Area
›
delegate responsibility to the project team to negotiate a funding agreement in line with the considerations and mitigations
outlined in this paper
›
delegate authority to the Chief Executive or Deputy Chief Executive Delivery to sign the funding agreement with the NZIST/EIT on its
behalf.
The Board resolved to:
›
approve funding for the Construction and Infrastructure CoVE (ConCOVE) as the pilot Construction Sector CoVE
›
delegate responsibility to the project team to negotiate a funding agreement in line with the considerations and mitigations
outlined in this paper
›
delegate authority to the Chief Executive or Deputy Chief Executive Delivery to sign the funding agreement with the NZIST/MIT on its
behalf.
Deirdre Marshall and Johnny Tramoundanas-Can left the meeting
14. Funding delegation for Workforce Development Councils and their Interim Establishment Boards
Minute No. TEC200706/14
The Board noted the ‘Funding delegation for Workforce Development Councils and their Interim Establishment Boards’ paper dated
6 July 2020.
›
On 3 June 2020 the Minister delegated authority to the TEC Board to fund WDC and their IEBs.
›
The request for the Board to make a subsequent delegation is largely for operational items e.g. travel, administration etc and is
recommended to three people, instead of the normal two, as the costs will be across a number of budget cost centres.
›
The Board agreed that the delegation would still be made to two people and the recommendation amended.
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Resolved
The Board resolved to:
›
note the new funding delegation to fund Workforce Development Councils (WDCs) and their Interim Establishment Boards (IEBs) up
to:
$47.7m in the 2020/21 financial year, of which $1.7m is for the IEBs, and $4m is for one-off WDC establishment costs
$54m for WDCs in the 2021/22 financial year
$32.5m of $65m for WDCs in the period July – December 2022
›
delegate funding decisions associated with funding WDC Interim Establishment Boards, up to $1.7m in the 2020/21 financial year,
to the Deputy Chief Executive (Delivery) or the Portfolio Director (Reform of Vocational Education)
›
note that we will add this delegation to our delegations policy.
15. Transitional Industry Training Organisations (Transitional ITO)/WDC Covid-19 response fund
delegation of authority
Minute No. TEC200706/15
The Board noted the ‘Transitional Industry Training Organisations (Transitional ITO)/WDC Covid-19 response fund – delegation of
authority’ paper dated 5 July 2020.
The Board noted the current abbreviation being used for Transitional Industry Training Organisations (TITO) had a ‘not so positive’
meaning in te reo and that we should use Transitional ITO instead.
Resolved
The Board resolved to:
›
delegate funding decisions for the TITO/WDC Covid-19 response fund to TEC’s Chief Executive and/or Deputy Chief Executive,
Delivery for amounts of $1m or less
›
delegate funding decisions for the TITO/WDC Covid-19 response fund to TEC’s Chief Executive and Kirk Hope and
Alastair MacCormick (nominated Board members) for amounts of more than $1m
›
note that these delegations remain in force until 30 June 2022, when funding ends
›
note that we will inform you of all funding decisions in the monthly Chief Executive’s report
›
note that we will add this delegation to our delegations policy.
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David Strong left the meeting.
16. Vocational Education and Training Marketing Campaign Timing Advice
Minute No. TEC200706/16
The Board noted the ‘Vocational Education and Training Marketing Campaign Timing Advice’ paper dated 6 July 2020.
›
Tim Fowler requested guidance and support from the Board on whether the planned Vocational Education and Training (VET)
marketing campaign (campaign) should proceed in its current state in the pre-election period or be postponed until after the
election.
›
Guidance from the State Services Commission and Cabinet Office was inclusive, leaving the decision with Tim Fowler, but hinted at
using some broader initiatives, separate to the campaign, e.g. product reviews etc.
›
If we proceed with the planned campaign, it could be perceived as s9(2)(g)(i)
›
The campaign is a four year campaign and will still work after the election.
›
Any alternative would most likely not include TV but focus more on social media, web etc.
Resolved
The Board resolved:
›
to strongly recommend the Vet Marketing Campaign be deferred until after the September 2020 government election
›
that in the interim, TEC develop some appropriate levers, using appropriate medium to help learners navigate pathways, that don’t
trigger political concerns.
17. Learner Success funding – delegation of authority (2020–2021)
Minute No. TEC200706/17
The Board noted the ‘Learner Success funding – delegation of authority (2020–2021)’ paper dated 6 July 2020.
In April 2019, the Minister agreed that we could use underspends in Equity Funding to support initiatives to improve equity outcomes in
tertiary education. That delegation expired on 30 June 2020.
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The Minister has now agreed to extend that delegation for a further 18 months – until 31 December 2021 – for us to use up to $3 million
of underspends.
Resolved
The Board resolved to:
›
delegate approval of funding decisions, to use up to $3 million of underspends, for the use of Equity Funding underspends for
18 months – from 1 July 2020 to 31 December 2021 to TEC’s Chief Executive and Deputy Chief Executive, Delivery
›
note that we will add this delegation to our delegations policy.
18. Pre-purchased English Language Tuition – MoU approval delegation required
Minute No. TEC200706/18
The Board noted the ‘Pre-purchased English Language Tuition – MoU approval delegation required’ paper dated 6 July 2020.
Resolved
The Board resolved to:
›
note that we have been administering pre-purchased English language tuition (PELT) funds on behalf of Immigration New Zealand
(INZ) as a result of on a long-standing Memorandum of Understanding (MoU) between TEC and the Ministry of Business, Innovation
and Employment (MBIE)
›
note that we are currently reviewing and updating the PELT MoU
›
note that the current delegations policy does not apply to the PELT MoU
›
delegate the power to approve the PELT MoU between TEC and MBIE to the Chief Executive and Deputy Chief Executive, Delivery.
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Accountability documents
19. Annual Report for the year ended 30 June 2020: proposed approach and topics
Minute No. TEC200706/19
The Board noted the ‘Annual Report for the year ended 30 June 2020: proposed approach and topics’ paper and attached A3 storyboard
dated 6 July 2020.
The Board were general happy with the proposed approach and storyboard, but suggested that in 2020/21 ‘Strategic Goal – 4 –
Increasing research quality and capability’ be enhanced to be about all research investment and knowledge creation, not just PBRF,
CoRES, CAPEs as this would provide a richer conversation moving forward.
Committee updates
20. Changes to the Delegation Policy
Minute No. TEC200706/120
The Board noted the ‘Changes to the Delegation Policy’ paper dated 7 July 2020, which had been forwarded to the Board at the request
of the Chair of the Audit, Risk and Compliance Committee.
›
This is a ‘tidy up’ as there is a ‘disconnect’ between the wording of our policy and the way our system works i.e. the Delegation
Policy currently states that delegation limits are GST inclusive (except where GST is not applicable) and this is not consistent with
our application of delegation limits at TEC
›
In theory, the ‘tidy up’ changes the delegations by the GST amount.
Resolved
The Board resolved to:
›
note our Delegation Policy currently states that delegation limits are GST inclusive (except where GST is not applicable)
›
note that this is not consistent with our application of delegation limits at TEC
›
note that we have included details in Appendix A of the Delegation Policy around formulaic initiatives and other initiatives
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Board meeting minutes
Monday 5 October 2020
Present
Jenn Bestwick (Chair) (part-meeting)
Nancy McConnell
Alastair MacCormick (Meeting Chair)
Vivien Sutherland Bridgwater
John Russell
Wayne Ngata (by video conference)
Kirk Hope (by video conference)
Apologies
Guests
Grant Klinkum, Chief Executive, New Zealand Qualifications Authority
Murray Strong, Chair, Te Pūkenga,
Stephen Town, Chair, Te Pūkenga
s9(2)(a)
Deputy Chief Executive Transformation, Te Pūkenga
Vaughan Payne, Deputy Chief Executive Operations, Te Pūkenga
In attendance
Tim Fowler, Chief Executive
Gillian Dudgeon, Deputy Chief Executive, Delivery
John Soulis, Deputy Chief Executive, Corporate and Finance
Paora Ammunson, Deputy Chief Executive, Ōritetanga – Learner Success
Mathew Pawley, Deputy Chief Executive, Information
Ian Lee, Deputy Chief Executive, Strategy & Design
Jennifer Pearce, Executive Officer
Commissioners and Chief Executive Session
Commissioners held a closed session with the Chief Executive.
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Administration
1. Welcome and apologies
Commissioner MacCormick welcomed everyone to meeting. He noted the Chair’s apologies, explaining that her flight from Queenstown
had been delayed and she would be arriving later in the meeting.
2. Adoption of Board meeting minutes
Minute No. TEC201005/2
Resolved
The Board of Commissioners (the Board) resolved to adopt the minutes of the 7 September August 2020 Board meeting as a true and
accurate record of that meeting, and adopted the minute of the out of cycle paper of 18 September 2020 as a true and accurate record.
3. Action items update as at 27 July 2020
Minute No. TEC201005/3
The Board noted the action items update. The Board agreed that the Board self-review should be conducted at a later date.
Commissioner MacCormick noted there are a number of action items that could be combined, for example, those around the Reform of
Vocational Education (RoVE) and those around enrolment data.
The Deputy Chief Executive Delivery advised the paper on the change plan resulting from RoVE would come to the November Board
meeting.
4. Declaration of interests
Minute No. TEC201005/4
Commissioners’ declarations of interest were noted. Consequential actions are recorded under the items to which they relate.
5. Board work programme as at 31 August 2020
Minute No. TEC201005/5
The Board noted the work programme.
TEC, 5 October 2020
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Accountability Documents
6. Updated draft Briefing to the Incoming Minister (BIM)
Minute No. TEC201005/6
The Chief Executive advised that this is a further iteration of the BIM the Board had previously seen. He sought feedback from the Board
in particular around the key messages and the commentary around universities in the “Health of the sector” section. The aim is to try and
find a balance between providing an overview and highlighting key issues, rather than specifying exactly what needs to happen.
The Board provided feedback on the draft BIM. Discussion took place around international enrolments and the challenges facing
universities in particular with the uncertainty around international enrolments going forward; whether more emphasis should be placed
on careers advice and information in the BIM; and partnerships, in particular partnerships with iwi.
The Board noted that the BIM forms a good briefing for new Board members and staff joining TEC.
Resolved
The Board of Commissioners (the Board) resolved to:
A. Approve in principle the Briefing to the Incoming Minister; and
B. Delegate signing of the final Briefing to the Incoming Minister to the Chair of the Board and the Chief Executive.
7. TEC Annual Report for the year ended 30 June 2020, Fraud Questionnaire and update on Audit
New Zealand’s final management report
Minute No. TEC201005/7
Resolved
The Board of Commissioners (the Board) resolved to:
A. Approve the Annual Report for the year ended 30 June 2020 and delegate signing of the report to the Chair of the Board and the Chair
of the Risk and Assurance Committee;
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B. Approve the fraud questionnaire and delegate signing of the questionnaire to the Chair of the Risk and Assurance Committee; and
C. Delegate signing of the letter of representation (from TEC to Audit New Zealand) to the Chair of the Board and the Chair of the Risk
and Assurance Committee, to be finalised after the audit is completed.
Information and items for noting
8. Encouraging Micro-credentials and other short learning packages
Minute No. TEC201005/8
The Deputy Chief Executive Strategy & Design noted that following the New Zealand Productivity Commission’s paper and a cross agency
working group on micro-credentials, a clear set of actions has come out for the sector to progress, some of which are for TEC and some
for NZQA. He noted there are actions on both the demand and supply sides to remove the perceived constraints on both learners to
enroll and on TEC funding. NZQA has a role in making sure micro-credentials are stackable.
The Deputy Chief Executive Strategy & Design noted the idea of stackability builds on transferability. It is about micro-credentials not
being in a bubble, but allowing learners, once in the system, to build up to a competency and about opening up other avenues for
learners. Discussion took place around micro-credentials, transferability, and how equivalence and recognition for prior learning might fit
together. The Deputy Chief Executive Delivery noted the important note about the paper is to take some of the barriers away to
encourage learners to use micro-credentials when appropriate, ensuring learners can use other options instead of creating a micro-
credential, and not recreating something already exists.
In response to a comment from the Board around the issue of quality and demand, the Deputy Chief Executive Delivery noted there are a
lot of courses approved by NZQA that TEC doesn’t fund. They are still micro-credentials but the employer pays for these, for example
Health and Safety courses).
In response to a query from the Board as to whether learners would be able to enroll simultaneously at different providers at the same
time, the Chief Executive noted one of the issues raised in the paper is that learners don’t have to be enrolled in a qualification to enroll
in a course. The Board noted that the integration of enrolment processes is important in this area.
Resolved
The Board of Commissioners (the Board) resolved to:
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A. Agree to progressively remove, from 2021, the 5 percent dollar value cap on the proportion of a TEO’s SAC 3+ provision that can be
made up of micro-credentials and other short learning packages; and
B. Agree that the 5 percent cap will be replaced with new conditions that enable growth in micro-credential delivery, while managing
risks.
9. Labour Market impacts of COVID-19 and TEC responses
Minute No. TEC201005/9
The Deputy Chief Executive Strategy & Design noted that the paper highlights the information contained in the appendix, a summary of
what’s happening in the labour market, and TEC’s response to that. He noted the statistics and the assessment of the impact on the
economy, while significant, are not as bad as initially thought in terms of unemployment. There are no surprises that young people and
Māori are disproportionately impacted. While everyone was impacted at the beginning, the numbers for Pakeha have stabilised, but
those for young people and Māori have continued to go up. He noted that although the gender impact looks fairly even, there is a
question mark around that relating to how the data is collected. This is a fast moving area which is changing rapidly, and TEC is working
closely with MSD to ensure we continue to monitor this.
The Deputy Chief Executive Strategy & Design outlined the range of responses on both the careers and funding fronts in response to what
is happening in the marketplace, including the Job Hunters Workbook; Direct Careers Guidance initiative; Tiro Whetū, although this is a
longer term project; the Apprenticeship Boost Initiative; and the Targeted Training and Apprenticeships Fund.
Commissioner Hope noted the difficulty with this work is that the shape of the labour market is unknown at this point, for example, how
many returning New Zealanders will stay and what their skills are is unknown, unless they have applied for a benefit. The number of
temporary visa holders who have left the country is also unknown. He noted there did not appear to be a reflection of engagement with
business. The Deputy Chief Executives Delivery and Strategy & Design outlined some of the work the Employment Education and Training
group, comprising MSD, MBIE, the Ministry of Education, TEC and MPI, is doing, bringing in the employer and business voice. In response
to a query from Commissioner Hope, the Deputy Chief Executive Strategy & Design outlined how the time-limited career guidance
services initiatives will be measured and evaluated. The Chief Executive noted that although these initiatives are time-limited, if they
prove to be popular and valuable through the evaluation process, it is possibly they may be extended. The Board asked that it be
provided the questions used in the evaluation of these initiatives.
Action item 201005/9.1: Questions used in the evaluation process for the over-the-phone career guidance service and pop-up
careers services to be provided to the Board.
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The Deputy Chief Executive Ōritetanga – Learner Success noted that the paper identifies a dynamic with regard to gender impact that the
Household Labour Force Survey does not which leads to a question about the products and their fitness for people who are non-labour
force participants, and the support those people might need. He noted, however, that a further round of data would be needed to
confirm these numbers.
The Board expressed some nervousness around the data and asked that it be provided with updated data when it becomes available.
Action item 201005/9.2: Updated Employment, Education and Training data to be provided to the Board.
Committee updates
10. Update from Risk and Assurance Committee meeting of 23 September 2020
Minute No. TEC201005/10
Commissioner MacCormick provided a report from the Risk and Audit Committee meeting held on 23 September 2020. He noted that
discussion had taken place around the provision of internal audit services via an arrangement with NZQA. The turnover of internal
auditors is high, as a consequence the Risk and Audit Committee did not feel TEC’s programme has the consistency of attention that it
should have and queried whether TEC should appoint its own internal auditor. The Chief Executive undertook to speak to the Chief
Executive of NZQA regarding this.
Action item 201005/10: The Chief Executive to speak to the Chief Executive of NZQA regarding issues arising from the turnover of
internal audit staff.
With regard to external audit, Commissioner MacCormick advised that a clean audit had been received, and a management letter would
be provided in due course. The Deputy Chief Executive Corporate and Finance advised this was due to be received on 30 October 2020.
This has been delayed due to COVID-19, but is still on track to be received on that date.
11. Draft Terms of Reference – Risk and Assurance Committee
Minute No. TEC201005/11
Commissioner MacCormick advised the terms of reference were essentially unchanged from the Audit, Risk and Compliance Committee
recommendations, except for editorial adjustments.
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Resolved
The Board of Commissioners (the Board) resolved to approve the Terms of Reference for the Risk and Assurance Committee.
Core business and project reporting
12. Chief Executive’s report
Minute No. TEC201005/12
OPM Scorecard
The Chief Executive invited questions from the Board arising from the OPM Scorecard, noting that everything reported on in the
scorecard is quite stable at the moment. He advised that annual leave balances is something ELT and HR are working to bring down. Staff
turnover has had a small downturn.
The Chief Executive advised that the results of TEC’s engagement survey had recently been received and overall, the engagement score
has gone up. The Deputy Chief Executive Corporate and Finance noted that TEC is now ahead of the public sector in its engagement
score. The Chief Executive noted a pick-up in contractor numbers.
Priority Projects
The Chief Executive noted that the Careers System work is about to reach an important juncture, with the Inspiring the Future
programme about to launch in Auckland, Gisborne and Dunedin. He thanked the Board for approving funding for Tiro Whetū out of cycle.
This had allowed work to commence two weeks ahead of schedule.
He noted the red risk rating for the Data 2020 project. The Project Manager has identified a couple of risks that the Deputy Chief
Executive Information has been working on. These will not have a material impact on time and costs and he is comfortable that risk will
be reduced.
With regard to Learner Success, the Board noted the green status in every category. The Chief Executive reminded the Board that a deep
dive into Learner Success was on the Board’s forward work programme. The Deputy Chief Executive Ōritetanga – Learner Success noted
the Priority Projects report is a report against the machinery of the programme. The pilots are wrapping up and this is probably the
second to last report the Board will see reporting on the pilots. This will be replaced with a different type of reporting around the sector
implementation phase.
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The Deputy Chief Executive Strategy & Design advised that Cabinet has approved the TES, but it has not been released, which is now
likely to happen following the election. The variable is whether there is a new Government following the election. If this occurs, the
current TES stays in effect until any modifications to the new TES are made.
Chief Executive’s report
The Chief Executive noted the information in regard to Direct Careers Services. He provided an update on the position regarding the Chief
Ombudsman’s fees-free investigations, noting a further legal opinion will be sought.
The Chief Executive advised that since the last Board meeting, TEC has been supporting the Minister in regard to a number of concerns
s9(2)(g)(i)
. He outlined
how these matters are being dealt with. He noted this issue is one TEC will need to be thinking about when writing the BIM and engaging
with Vice Chancellors and the Minister. Discussion took place around how these particular issues could be managed.
The Chief Executive noted that the consultation phase on the proposed changes to the Performance Based Research Fund had now
closed. He advised that TEC’s input into the review would come to the November Board meeting for approval.
The Chief Executive drew attention to the update on the work of the Monitoring and Crown Ownership team, in particular that a general
security agreement has been agreed with the Crown Institute of Studies and the wind-up of the investigation into Manaaki Ora. He noted
that Te Pūkenga (previously known as the New Zealand Institute of Skills and Technology) had been added to the risk register.
He noted the good work done in selecting a preferred supplier for Tiro Whetū. ELT are aware of the importance and magnitude of that
piece of work and are fully engaged in the process.
The Deputy Chief Executive Corporate and Finance reported on the Tōnui, Toū Ora pilot programme around our way of working. The pilot
is going well and being embraced by staff, and useful data and information is being collected. In addition to the pilot, visits are being
made to other organisations to look at their models of working. Reducing the floor space is still the target, but steps are being taken
slowly.
Risk Register
Commissioner MacCormick noted that a summary risk table is provided to the Risk and Assurance Committee (RAC) which provoked
some discussion. RAC had noted there were too many institutions appearing in the high risk category which had been there for some
time and not moving out of it, for example, WITT. He noted that if the Board was a private sector Board, it could not sustain them being
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there year after year. Although some reports are received, he felt something more was needed that gives the Board a better insight into
what’s being done to move them out of the high risk category. The Chief Executive noted that it was organisations being in the high risk
category for so long, and because TEC could see other heading in the same direction, that resulted in the RoVE programme being set up.
He and Deputy Chief Executive Delivery noted that part of the action to address those in the high risk category is the establishment of
Te Pūkenga and the transformation task Te Pūkenga has. The Deputy Chief Executive Delivery noted that the
Update on the financial
position of NZIST subsidiaries paper that the Board would consider later in the day is relevant to this discussion, and one of the questions
to be asked is why the s9(2)(g)(i)
around this.
Further discussion took place regarding risk, including how this should be reported to the Board and how governance levers can be
utilised. In response to a query from Commissioner Sutherland Bridgwater, the Deputy Chief Executive Delivery noted that if universities
continue to make significant losses, they would potentially start to feature in the risk register where they haven’t in the past.
The Board asked that the risk table provided to RAC be included in Board papers going forward.
Action item 201005/12: Risk “heat map” table provided to RAC to be included in the risk register for the Board.
13. Board Finance Report as at August 2020
Minute No. TEC201005/13
The Deputy Chief Executive Corporate and Finance reported a further $400,000 surplus with depreciation, office and travel costs being
down for the month. Committed projects are slightly under budget, due mainly to timing differences. CAPEX spend up to August 2020 is
$900,000. A full CAPEX plan will come to the Board, which includes phasing for out-years.
With regard to Grant funding, the Deputy Chief Executive Corporate and Finance advised that indicative allocations have been finalized,
and some funding has been held back to see what demand is going forward. Further repayments have been received, with the
outstanding balance now $10.6 million.
TEC’s cash position is still healthy and the balance sheet has not changed.
Resolved
The Board Chair approved the Board of Commissioners’ and Chief Executive’s expenses.
The Chair of the Risk and Assurance Committee approved the Board Chair’s expenses.
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14. Recommendations on the funding of 10 Centres of Research Excellence from 2021 to 2028
Minute No. TEC201005/14
The Chief Executive advised that he would be notifying Vice Chancellors of the results of the selection round by phone over the next two
days. The Deputy Chief Executive Delivery advised this would be followed up by a public announcement from either the Minister or the
Chief Executive.
The Deputy Chief Executive Delivery reported on a meeting held with the Royal Society where they outlined their decisions. The Royal
Society had noted that site visits to applicants had been valuable as they were able to interview applicants and their views changed based
on those interviews.
Discussion took place around the non-selection of Māori and Pasifika applications, with the exception of Ngā Pae o te Māramatanga and
how these can be given traction in the future. Commissioner Ngata noted his concerns around this. The Chief Executive noted feedback
from the Royal Society that too much of the capability was spread over three or four different applications. The Deputy Chief Executive
Delivery said TEC had undertaken to work with institutions to assist them to become more collaborative in working towards future
opportunities. She also noted there are opportunities to work with the Ministry of Education to set the criteria and framework for future
rounds. She noted one of the catalysts or future work will be the priorities set by Te Taumata Aronui.
Resolved
The Board resolved to:
A. Agree to fund the following ten Centres of Research Excellence, as recommended by the Advisory Committee of the Royal Society Te
Apārangi, chaired by Emeritus Professor Richard Bedford, for 7½ years from 1 July 2021 to 31 December 2028:
•
Bio-Protection Aotearoa
•
Coastal People: Southern Skies
•
Dodd-Walls Centre for Photonic and Quantum Technologies
•
Healthy Hearts for Aotearoa New Zealand – Manaaki Mānawa
•
Ngā Pae o te Māramatanga; New Zealand's Māori Centre of Research Excellence
•
Riddet Institute
•
Te Hiranga Rū QuakeCoRE: Aotearoa New Zealand Centre for Earthquake Resilience
•
Te Pūnaha Matatini – Aotearoa New Zealand Centre of Research Excellence for Complex Systems
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•
The MacDiarmid Institute for Advanced Materials and Nanotechnology
•
The Maurice Wilkins Centre;
B. Agree that the $49.8 million p.a. available from the Research: Centre of Research appropriation will be fully used to fund the 10 CoREs
(noting that the successful CoREs requested total funding of $71.6m);
C. Agree to fund the ten CoREs at the levels set out in paragraph 37 of the paper; and
D. Agree that TEC will not provide detailed feedback to the five shortlisted applicants that were unsuccessful.
The Chair joined the meeting.
15. The Investment Plan Landscape for 2021
Minute No. TEC201005/15
The Deputy Chief Executive Delivery advised the landscape paper was designed to try to provide background on the year that was and an
overview of the investment plan landscape. At a practical level, the big issue coming into the next year is the expectation there will be
students arriving, but where they’re going is unclear. The Ministry of Education prepared the forecasts in the paper in May 2020, and
they are currently being updated, which is likely to see more students shifted into 2022.
The Deputy Chief Executive Delivery noted the paper also looks at the challenge faced by all providers of not having international
students which will affect their financials for the next year. For the reasons outlined in the paper, TEC will likely have less funding
available. She outlined the amounts that would be available to each sector on the figures currently available, and noted the need to be
realistic about how much money TEC has to support TEOs to cover what they would expect to receive from international students. The
advice given to the team assessing requests for additional funding is to assess those requests based on the priorities set out in plan
guidance and the learner success plans received from TEOs.
Discussion took place regarding the allocation of funding, and in particular the impact of uncertainty around international students and
how that might affect institutions. The Board noted the need to keep back some funding for future allocation, given forecasts are less
reliable than usual. The allocation of funding to Te Pūkenga was discussed. The Deputy Chief Executive advised the funding figure
proposed for Te Pūkenga was about giving Te Pūkenga some certainty. Discussion also took place around what support should be
provided to universities. The Deputy Chief Executive noted that universities have not been impacted by non-recovery of funding this year
because they used all their funding. Other sectors would have had very big recoveries, and have therefore been supported more as a
result of non-recovery. The Chair also noted that the rest of the sector is less vulnerable in regard to international students.
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In response to a query from the Board regarding primary industries, the Deputy Chief Executive noted that this is a priority area so if
providers have been able to evidence demand, TEC will fund training. She noted the sector is still not attracting trainees and advised that,
out of the response to COVID-19, funding has been provided to the Ministry of Primary Industries to fund taster courses. Funding has also
been provided to Primary ITO to do work around how trainees undertaken taster courses can be staircased into other pathways.
Discussion took place around the forecasts prepared by the Ministry of Education and how much weight should be placed on these. The
Board noted a small growth in enrolments of Māori students at universities and queried whether this was because the market had grown
or whether it was as a result of switches from other providers. The Deputy Chief Executive Information undertook to look at the figure to
try to ascertain the reason for the growth.
Action item 201005/13: Look at whether the growth in enrolments of Māori students at universities is a result of market growth or a
result of switches from other providers.
Further discussion took place around how Te Pūkenga is being funded, whether it will be bulk funded and then fund its subsidiaries or
whether TEC funds the separate subsidiaries. Discussion also took place around learner success for Māori and Pasifika. The Deputy Chief
Executive Ōritetanga – Learner Success noted the importance of equity had been signaled in plan guidance for the current funding round,
and all institutions receiving more than $5m are required to have a learner success plan. The Deputy Chief Executive Delivery noted the
goal is to close the gap between Māori and Pasifika achievement and that of other learners.
16. 2021 Investment Plan Approval – New Zealand Institute of Skills and Technology (now known as
Te Pūkenga)
Minute No. TEC201005/16
The Chair noted that an assessment had been undertaken of what funding had been requested by each institution to build a picture of
what the funding looks like across Te Pūkenga as a group.
The Chief Executive and Deputy Chief Executive Delivery noted that the funding recommended is less than the total amount requested in
Te Pūkenga’s investment plan. The issue is being able to demonstrate a pathway forward to fund provision that that TEC wants to invest
in. The Chief Executive said his view is that TEC’s primary obligation is to make sure TEC is well set up to be nimble and quick to be able to
assess and pay money in the first half of the year where it’s able to be used, rather than paying out in the last quarter. Discussion took
place around non-recovery and whether institutions might assume that non-recovery would continue. The Chief Executive advised that
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no signal had been given that that might occur, so institutions should not have that expectation. With regard to international student
numbers, the Chief Executive agreed that a prudent assumption would be that numbers would be the same as this year.
The Deputy Chief Executive outlined the formal process followed for all providers where in-part funding is approved. If a change to the
decisions is required, a paper will come to the Board in November.
Discussion took place about how under delivery will be dealt with, and around the flexibility of moving funding around next year. The
Deputy Chief Executive Delivery confirmed that the funding will be provided to Te Pūkenga which then allocates it out to the subsidiaries.
In response to a query from the Board as to whether bulk funding will result in a loss of control over the subsidiaries, the Deputy Chief
Executive Delivery noted that TEC effectively oversees the funding agreement. The Deputy Chief Executive Corporate and Finance noted
that TEC still retains a monitoring function.
The Deputy Chief Executive Delivery noted that the Risk Register will be updated to show Te Pūkenga rather than the subsidiaries.
Resolved
The Board resolved to:
A. Approve for 2021, funding for New Zealand Institute of Skills and Technology (NZIST) that comprises a $507.8 million in-part funding
recommendation, plus an additional $35 million which will be held as “ring fenced” funding for NZIST to access during 2021, subject to
the following conditions, recognizing that the funding is for NZIST to manage across the group and there is an expectation that it will
be spent on priority areas in accordance with NZIST’s mix of provision:
a. Approved funding is subject to a final funding determination being signed by the Minister;
b. Funding will be considered final, if any challenge by NZIST does not result in an increase to approved funding;
c. An updated approval paper will be provided to the November Board meeting if changes are required as a result of the 10 day
response period notification to NZIST;
d. TEC will need to signal the ability to discuss reducing the ring fenced amount of $35m if it is not used during the course of the year;
e. NZIST retains the ability to make a request for additional funding in 2021;
B. Agree that the duration of this plan is only for 2021 (one year).
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17. Developing Plan Guidance for 2022-2024 investment
Minute No. TEC201005/14
The Deputy Chief Executive Strategy & Design noted that a lot of matters in the paper had been touched on in discussion on previous
agenda items. He sought the Board’s endorsement of the narrative of the next plan guidance. A complicating factor is the question of
when the TES will be released.
Commissioner Ngata queried how the importance of the Treaty of Waitangi is reflected in Plan Guidance. The Deputy Chief Executive
Ōritetanga – Learner Success noted a reference is usually made in the Gazette Notice that institutions are expected to demonstrate
alignment with Treaty principles. The Deputy Chief Executive Strategy & Design noted there is an umbrella piece in the TES around
obligations for delivery to the terms of the Treaty. This sits across Plan Guidance.
The Board provided feedback on the proposed approach and high level messaging. The Deputy Chief Executive Strategy & Design
outlined the timeframe for publication of Plan Guidance.
Strategy agenda/deep dives/guests
18. Reform of Vocation Education – Programme Update – October 2020
Update on the financial position of NZIST subsidiaries
Briefing for meeting with NZIST and Chief Executive, NZQA
Minute No. TEC201005/14
These items were dealt with together.
The Board discussed how the session with the NZIST would run. The Chair noted the expectation that the session would be a discussion
about moving from what has been a TEC relationship with 16 ITPs to a TEC relationship with the group, with Te Pūkenga as a
representative of the group.
Commissioner Ngata, and the Deputy Chief Executives Delivery and Ōritetanga – Learner Success reported on a recent meeting with
interim Establishment Board (iEB) Chairs. The Chair outlined a discussion she and the Chief Executive had had with the Te Pūkenga Chair,
Murray Strong, and Chief Executive, Stephen Town, regarding today’s meeting. The Deputy Chief Executive Delivery advised that she had
had a meeting with Stephen Town regarding the memorandum of understanding (MoU) between TEC and Te Pūkenga following feedback
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received from Te Pūkenga. She advised she would look at whether any changes are needed following today’s meeting, and the MoU
would then be sent to Te Pūkenga for signing. She provided an update on the set up of Regional Skills Leadership Groups (RSLGs).
19. Meeting with New Zealand Institute of Skills & Technology (Te Pūkenga)
Grant Klinkum (Chief Executive, NZQA), Murray Town (Chair, Te Pūkenga), Stephen Town (Chief Executive, Te Pūkenga), s9(2)(a)
(Deputy Chief Executive Transformation, Te Pūkenga) and Vaughan Payne (Deputy Chief Executive Operations, Te Pūkenga) joined the
meeting.
The Deputy Chief Executive Ōritetanga – Learner Success welcomed the guests with a karakia, to which Vaughan Davis replied, followed
by a welcome from the Chair. The Chair invited a conversation around how TEC and NZQA can help Te Pūkenga build from a very
successful start.
Murray Strong advised there had been a very successful launch of Te Pūkenga’s name the previous week, and he reflected on that
function and other meetings held with staff of subsidiary institutions since then, including reaction to the name and the challenges some
of the subsidiaries see. Staff at subsidiaries are turning their minds to collaborative joint work and what that means for Te Pūkenga and
the relationship with TEC and NZQA.
Stephen Town tabled a document outlining the transition pathway for vocational learning in New Zealand which outlines the work being
undertaken. He advised Te Pūkenga’s Deputy Chief Executives have been appointed, and from 2 November all six will be in place.
Discussion took place on various matters, including:
The sequencing and timing of the work being undertaken under the RoVE programme and the scale of work involved;
The set up of RSLGs and the need for Te Pūkenga to have a close relationship with them;
Monitoring functions and where they sit;
The shift of transitional ITOs;
The transition from existing qualifications into a new qualification framework and linkages with Workforce Development Councils
(WDCs) and RSLGs to inform that transition;
How Te Pūkenga, TEC and NZQA can work together;
Influencing change in the tertiary education system as a whole;
Secondary / tertiary pathways;
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Unified funding system; and
International education.
Close
The Chair thanked everyone for their participation in the meeting, noting this was the first conversation of many. She reiterated that TEC and
NZQA are here to help and want to remove barriers to Te Pūkenga’s success.
The meeting closed at 4.30pm.
Signed as a true and correct record:
Chair:
Date: 2 November 2020
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Out of Cycle Board Decision – Minute
28 October 2020
Emailed
Jenn Bestwick (Chair)
Nancy McConnell
Alastair MacCormick
Vivien Sutherland Bridgwater
John Russell
Wayne Ngata
Kirk Hope
Increase to 2020 funding – Te Pūkenga subsidiary –Otago Polytechnic
Minute No. TEC201028/1
The Board noted the ‘Increase to 2020 funding – Te Pūkenga subsidiary –Otago Polytechnic’ paper dated 27 October 2020 requesting formal
approval of a funding increase that is above the Chief Executive’s delegated authority to Te Pūkenga subsidiary –Otago Polytechnic.
TEC has worked with Te Pūkenga – New Zealand Institute of Skills and Technology (Te Pūkenga) and its subsidiaries to agree a package of
changes to their 2020 funding. Only subsidiaries who are forecast to fully use their existing 2020 allocation were considered for an increase.
The first tranche of changes were formally proposed to them in early October 2020 with additional information required for some subsidiaries.
Following receipt of this information. Te Pūkenga has sought further funding for Otago Polytechnic.
The funding changes are consistent with TEC’s decision-making framework and current engagement with Te Pūkenga and funding is available.
Key risk and issues have been considered – including risk of under delivery in 2020.
TEC, Out of Cycle Board Decision – Final minute – 28 October 2020 (approved 7 December 2020)
Confidential to meeting participants
Increase to 2020 funding – Te Pūkenga subsidiary –Otago Polytechnic
A1652452
Resolved
The Board resolved to
A.
approve an increase in Te Pūkenga subsidiary – Otago Polytechnic’s SAC3+ allocation of $3,045,977.95 in the 2020 calendar year only, for
national delivery of the New Zealand Certificate in Horticulture (General) (L3); 41.5 EFTS in the New Zealand Certificate in Apiculture (L3)
in the Polytechnic’s region; and national provision of the New Zealand Certificate in Apiculture (Queen Bee Rearing) (L4); and
B.
agree that the increased allocation be subject to possible recovery should the TEO under-deliver.
Signed as a true and correct record:
Chair: Jenn Bestwick
Date: 7 December 2020
TEC, Out of Cycle Board Decision – minute – 28 October 2020
Confidential to meeting participants
Increase to 2020 funding – Te Pūkenga subsidiary –Otago Polytechnic
A1652452
