TP250049 Remainder of OIA Response Eleanor Alice.pdf

Level 2, Wintec House
Cnr Anglesea and Nisbet St.
Hamilton 3204

0800 86 22 84
info@tepūkenga.ac.nz
tepūkenga.ac.nz

7 August 2025
Eleanor Alice
By email: [FYI request #31121 email]

Tēnā koe Eleanor
Request under the Official Information Act 1982 – Remainder of response
I refer again to your two emails dated 27 May 2025 and subsequent email of 9 June, requesting
information from Whitireia and WelTec ǀ Te Pūkenga – New Zealand Institute of Skil s and Technology
(Whitireia and WelTec).
As outlined in our letter of 4 July, we split your request to make it manageable, providing you with a
decision in two tranches. While we appreciate you clarifying your request on 9 June, your request
still encompassed a large quantity of information. Within our letter of 4 July, we advised an extension
to the timeframe for making a decision on the remainder of your request to 7 August. This letter
provides a formal decision on the remaining parts of your request under the Official Information Act
1982 (OIA).
We have set out the questions from your request below that we are addressing in this letter, along
with our decision on each. Included are the first three unnumbered points from your request as well
as part of your numbered questions 3, 4, 6 and 7. For completeness we reaffirm full decisions were
provided to your questions 1, 2, 5, 8 and 9 and 10 and partial decisions on your questions 3, 4, 6, 7,
within our letter of 4 July.
Your first unnumbered question
You asked three unnumbered questions at the start of your emails. You confirmed by “RIV changes”
you were referring to the Whitireia and WelTec change proposals and documents regarding Phases
1, 2 and 3, and provided additional information in relation to these questions. We combined the
original wording from your two emails with your clarification wording, to provide clarity for each
request below.
You requested:
Al  drafts, versions and final internal y shared documents made available to staff relating
to W&W’s Consultation/Change Phases dated 1 October 2024 to 27 May 2025.

Background, interpretation and considerations
In your request sent directly to Whitireia and WelTec you advised you are a staff member (kaimahi).
As such, much of this information wil  already be known to you but we have included the details for
completeness.
Whitireia and WelTec are undertaking three significant change proposals this year.
•  Phase One focused on the non-delivery part of the Teaching and Learning Directorate.
•  Phase Two reviewed Teaching and Learning academic areas, academic support and library, as
wel  as the future of Te Kāhui Auaha.
•  Phase Three wil  review enabling functions and services to prepare for transition out of Te
Pūkenga.
One of the most important points when considering any proposed release of change proposal
material, at any point in time, is that the information within the documents is provided in confidence
to kaimahi. Kaimahi are encouraged to provide unfettered feedback during these important internal
consultation periods as their input is vital to shaping our future.
We appreciate there is a degree of public interest in consultation documents and how kaimahi are
impacted. However, there is a stronger need to protect the public interest and privacy of affected
kaimahi. It is important for kaimahi to trust the process for proposed organisational change and to
be able to provide unencumbered feedback.
It is also important for our Leadership Teams to have an undisturbed environment for al  feedback to
be carefully considered, and any deliberations to take place before final decisions are made on the
changes proposed. The information contained within the documents remains confidential to affected
kaimahi during this period.
As at the date of your request Phase One was the only change process that had been consulted on
and completed. Phase Two details and documents were stil  under active consultation at that time,
and Phase Three yet to be finalised.
You asked for al  drafts and versions of documents in scope. Given the amount of kaimahi resource
that would be required to search for and collate every single version of each document, we could
have considered the  option  of  charging  for  making  the  requested  information  available,  under
sections 15(1A) and (2) of the OIA. However, it was clear that even if you were to agree to payment,
the work to carry out this out would entail a significant and unreasonable impact on Whitireia and
WelTec and national office kaimahi ability to carry out their other day to day operations is too vast.
Therefore, we must refuse release of drafts and versions under section 18(f) as the information
requested cannot be made available without substantial col ation or research.
We consider the balance of current public interest in these documents, at this time, is satisfied by
the final versions already being available for all Whitireia and WelTec kaimahi as explained further
below.

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The Decision
Phase One
The Whitireia and WelTec Phase One change proposal was shared with all kaimahi on 24 February. A
formal decision on the changes proposed was announced to al  kaimahi on 14 April, with directly
impacted kaimahi receiving details a few days prior.
We have interpreted documents  that fal  within the scope regarding Phase One to be for the
following, which are attached at Appendix One:
•  Phase One ǀ Proposal:
−  Consultation Phase One | Proposal Directorate of Teaching and Learning
•  Phase One ǀ Decision:
−  Phase One Decision Functions and roles reporting to the Director Teaching and Learning
Certain information has been withheld from within the documents under the fol owing sections of
the OIA:
•  9(2)(b)(ii) to protect information where the making available of the information would be likely
unreasonably to prejudice the commercial position of the person who supplied or who is the
subject of the information
•  9(2)(ba)(ii) to protect information which is subject to an obligation of confidence or which any
person has been or could be compel ed to provide under the authority of any enactment, where
the making available of the information would be likely otherwise to damage the  public
interest.
In addition, we note that the fol owing documents are available to you, and all Whitireia and WelTec
kaimahi, through your kaimahi Intranet and have not reproduced them here.
•  Phase One ǀ Slides from group consultation hui (20 February 2025)
•  Phase One ǀ Proposal (20 February 2025)
•  Phase One ǀ Consultation FAQs (Updated 7 March 2025)
•  Phase One ǀ Decision FAQs (11 April 2025)
•  Phase One ǀ Decision (14 April 2025)
Phase Two
As above, the day prior to the date of your request – 26 May – Phase Two had only just been shared
with all kaimahi. While we note a formal decision has recently been announced – 16 July – we have
considered your request for release of Phase Two documentation as at the point in time of your
request.
We have interpreted documents  that fal  within the scope regarding Phase Two to be for the
following:
•  Phase Two ǀ Proposal:
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−  Proposal for Teaching and Learning academic areas and Academic Support and Library
−  Variation to RIV Phase Two Consultation 29 May 2025
Due to the considerations detailed above, we are withholding Phase Two documents, from release
via the FYI website under the OIA, with reliance on the two sections of the OIA above – sections
9(2)(b)(ii) and 9(2)(ba)(ii) – as wel  as the fol owing further sections:
•  9(2)(i) to enable a Minister of the Crown or any public service agency or organisation holding
the information to carry out, without prejudice or disadvantage, commercial activities
•  9(2)(j) to enable a Minister of the Crown or any public service agency or organisation holding
the information to carry on, without prejudice or disadvantage, negotiations (including
commercial and industrial negotiations).
Again, we note the following documents are available to you, and all Whitireia and WelTec kaimahi,
through your kaimahi Intranet. Our consideration of the public interest in release of the material
withheld does not lead us to believe it outweighs the need to protect the confidentiality and privacy
of  our  kaimahi  at  this  time. Furthermore, we  consider  the public interest  in  release of  these
documents, including that to you and fellow kaimahi of Whitireia and WelTec, is currently satisfied
by the detailed information and final versions being available through this avenue.
•  Phase Two ǀ Variation (29 May 2025)
•  Phase Two ǀ Proposal Change Log (30 May 2025)
•  Phase Two ǀ Proposal (Updated 30 May 2025)
•  Phase Two ǀ Consultation FAQs (Updated 13 June 2025)
•  Phase Two ǀ Decision (16 July 2025)
Phase Three
Phase Three change proposal and consultation documentation, around configuration of enabling
functions and support services,  is yet to be finalised and is therefore outside the scope of your
request. It is important to note that each change proposal is exactly that – a proposal for change. As
such no roles are pre-emptively confirmed to be disestablished, and no team or reporting line
changes proposed confirmed. As was the case in Phases One and Two consultation, kaimahi feedback
will be actively sought during the Phase Three consultation period. The team at Whitireia and WelTec
are  fully  committed  to  considering  all  feedback  received  during  each  phase  before  making  final
decisions.
Your Second and Third unnumbered questions
You requested:
Al  email correspondence, meeting notes, draft documents and recol ections relating to
W&W’s Consultation/Change Phases  to or from the  Director Teaching and Learning
between 1 July 2024 and 27 May 2025.

4

Al  email correspondence, meeting notes, draft documents and recol ections relating to
W&W’s Consultation/Change Phases to or from Mark Oldershaw, Manahautū | Executive
Director, between 1 July 2024 and 27 May 2025.

You advised you are “…  only interested in correspondence relating to Whitireia and WelTec’s
internal decision making.”
We also noted your further wording, copied below:
Al  emails, meeting notes, messages and documents dated 1 July 2024 –  27 May 2025
(inclusive) that relate to either:
a)  Phase 1 and/or Phase 2 and/or Phase 3 of Whitireia & WelTec’s response to the
Regional Institutes of Technology and Polytechnics Viability (RIV) programme
OR
b)  Whitireia & WelTec’s 2026 teaching & learning programme portfolio
AND
a)      Were sent to or from the W&W Executive Director, or
b)    Were sent to or from the W&W Director Teaching & Learning; and
c)     To or from any of the fol owing W&W Staff:
•      the W&W Executive Director
•      the W&W Director Teaching & Learning
•      Members of the W&W Joint Leadership Team,
•      The W&W CFO/Regional Finance Director (formal title is unclear),
•      The W&W Communications Manager
•      The W&W Director - People & Capability,
•       Any W&W heads of school.

Additional y, any combination of the following key words or phrases may assist in refining
the scope of communications material included in this part of my request:
•       Phase 1
•       Phase 2
•       Phase 3
•       Teaching location
•      2026 programme portfolio
•      Disestablished
•      Disestablishment
•      Discontinued
•       Taught out
Background
In June 2024, Te  Pūkenga  was  directed  by  the  Tertiary  Education  Commission  (TEC)  to obtain
specialist support to review and improve the financial viability of our 16 institutes of technology and
polytechnics (ITP) business divisions,  to support their ability to become standalone entities in
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future. Calibre Partners, Volte, PricewaterhouseCoopers, and Deloitte undertook this work as part of
the Regional ITP Viability (RIV) programme.
PricewaterhouseCoopers  carried  out this work for  Eastern  Institute of Technology  (EIT),  Western
Institute of Technology at  Taranaki  (WITT),  Universal  College  of  Learning  (UCOL), Whitireia and
WelTec.
In mid-August 2024, these specialist consultants provided draft reports to confirm the financial
position of each business division, understand the profitability of programmes and delivery sites, and
assess the utilisation of assets.
Fol owing this work, the consultants developed interim high-level reports to improve the financial
viability and financial positions of the divisions. These reports provided initial views about the viability
of each division, timeframes to achieve viability (if possible), and the scale and scope of change
required in areas such as property, programmes, and people.
The final and more comprehensive reports provided an overview and recommendations of how each
ITP division could become a viable, stand-alone entity, or how it might minimise financial losses and
operate as part of a federation or merger, for example. These reports provided a range of initiatives
and recommendations for divisions to consider to support their viability on or before 1 January 2026.
On 16 January 2025, Te Pūkenga Council considered and approved the implementation of financial
improvement plans for each ITP business division. It is this report for Whitireia and WelTec to which
we understand your question to be referring to in this clarifying sentence copied from above:
Al  emails, meeting notes, messages and documents … that relate to …:
Phase 1 and/or Phase 2 and/or Phase 3 of Whitireia & WelTec’s response to the Regional
Institutes of Technology and Polytechnics Viability (RIV) programme
Re-scoping of your request
Initial scoping of your clarified request using six of your suggested key words and the time period 1
July 2024 to 27 May 2025 identified a potential 2739 emails within scope.
Limiting the scope to three key words (Phase One, Two and Three and each of their abbreviations)
and the time period 17 January 2025 - 27 May 2025 yielded a potential 1074 emails within scope.
Due to these massive search results, in order to make your request administratively achievable, and
rather than refusing this part of your request under section 18(f), we re-scoped your request by taking
the fol owing three points into account.
•  As you specified your request and interest relates to “Whitireia and WelTec’s response to the
RIV programme”, we interpreted this to mean its response to the approved financial
improvement  plan. As the  financial  improvement  plan  was  approved by Council on  16
January, this provided a new date parameter, from 17 January.
•  As set out above, at the time of your request Phase One was the only change process that had
been consulted on and completed. We therefore refocused our interpretation on Phase One,
and its iterations, as the key words. As Phase Two details and documents were still under
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active consultation at the time, and Phase Three was yet to be finalised, these phases were
not included in our rescoping.
•  We assumed that as Executive Director and Director Teaching and Learning would have had
a great deal of crossover in their emails regarding this subject matter, we reduced the scope
to Mark Oldershaw, former Executive Director from 17 January to his departure on 9 May,
and Dr Leanne Ivil, Operations Lead and Director Teaching and Learning, from 10 May through
to the date of your request, being 27 May.
The final search parameters used included the fol owing:
•  Date range = 17 January 2025 - 27 May 2025
•  Key words = Phase One, Phase 1, P1
•  Emails:
-  to or from Mark (from 17 January to 9 May)
-  to or from Leanne (from 9 May to 27 May).
Using these search parameters 103 emails and their attachments were identified.
We  then  took  your extra clarification into account,  that you were “…  only interested in
correspondence relating to Whitireia and WelTec’s internal decision making”, as well as your list of
Whitireia and WelTec kaimahi senders and/or recipients that you were interested in. With this we
determined emails to and from Te Pūkenga national office kaimahi as well as emails to and from
external agencies were outside the scope of your request.
With this in mind, we went ahead and removed instances where internal kaimahi were simply copied
in or forwarded these ‘out of scope’ emails.
Of the 103 emails, 36, were identified as in scope of your request.
The Decision
Copies of these 36 emails identified in scope of your request are attached as Appendix Two.
With reference to section 16(1)(e) of the OIA, also provided within Appendix Two, are extracts from
six  agenda and papers/meeting minutes from Joint Leadership team meetings  and one Komiti
Akorana-a-rohe/Academic Committee Kaupapa/Agenda,  that  also  fal  within the scope of your
request.
Certain information has been withheld from this information with reliance on sections 9(2)(b)(ii) and
9(2)(ba)(ii) of the OIA referred to above, as wel  as the fol owing further section: 
•  9(2)(a) to protect the privacy of natural persons
Regarding all information withheld under section 9 of the OIA, we do not consider the public interest
in release outweighs the need to withhold it at this time.

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The Decision on the remainder of your numbered questions
Question 3
With reference to “when the financial and risk-related consequences of building and maintaining a
creative campus in the CBD were being assessed” you asked the fol owing:
Which staff (name and role) from Whitireia and/or WelTec were present for those
discussions?
Which staff (name and role) from Whitireia and/or WelTec were responsible for the final
decisions on the above?
We note you initial y asked this question in relation to the roles of Director Teacher and Learning and
Director Strategy, Performance and Improvement between 2016 and 2018.
We must make it clear that the decision to develop a Creative Arts Centre in Wellington City was
made by the former Council and announced in 2014 - several years before the kaimahi you noted
joined Whitireia and WelTec.
While  Te  Kāhui  Auaha  opened  on  13 February 2018,  any  historical  financial  or  risk-related
assessments and/or discussion carried out regarding the build, or maintenance for Te Kāhui Auaha
creative campus, would have occurred at executive level prior to that time. This would have involved
members of previous leadership teams, former Chief Executives, and former Council members.
We are not able to ascertain who would have been at any historic discussions but as above, can advise
responsibility for strategic decision making including the final decision to develop of the creative
campus laid with the former Council. You can find details of the former Chief Executives and Council
members  in the annual reports  through  the  link  we  provided  you  in  our  letter  of  4  July
(www.whitireiaweltec.ac.nz/about-us/who-we-are).  Noting  that Whitireia and WelTec’s individual
annual reports for 2014 both mention the Council’s decision to develop the Creative Arts Centre.
Therefore, we are refusing your query regarding “which staff were responsible for the final decisions”
under section 18(d) as the information is publicly available.
Question 4
With reference to “Te Kahui Auaha opened to about 600 students, 400 fewer than was original y
projected”, you asked:
What efforts were made to build student numbers up to the 1000 target?
We have interpreted this to be in relation to efforts to build student numbers up prior to the opening
of Te Kāhui Auaha, in February 2018.
We must refuse this request under section 18(f) as it would take substantial research to delve through
historic documentation from as early as 2014, try to locate any information held within scope.
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However, we can reference commentary from the Council Chair, dated 16 February 2016: “… need
to have an aggressive marketing strategy underway as early as possible in 2017 particularly in
secondary schools and to attract out of region students”.
Question 6
With reference to “when it was decided that the School of Creativity would become the School of
Creativity & Hospitality”, you asked two questions as set out below.
What benefits were expected from joining the two portfolios?
In May 2019, the decision to consolidate the School of Hospitality and Tourism and the School of
Creative into a single School of Creative and Hospitality was made by the former Chief Executive,
Chris Gosling, in preparation for the implementation of the then Reform of Vocational Education
(RoVE)  decisions to ensure Whitireia and WelTec could deliver on the need for significant cost
savings.
What actions were taken to maximise the enrolment into and reputation of these courses?
Whitireia and WelTec undertook the following actions:
•  Targeted  marketing  campaigns  -  Marketing  delivered  bi-annual campaigns to promote
upcoming intakes by showcasing programmes available for application at all Whitireia and
WelTec campus locations.  As part of these promotions marketing showcased opportunities
for study in creative subjects (such as digital media, film, performing arts, music, hair, beauty
and barbering) and opportunities to undertake study at the Whitireia and WelTec Creative
Campus; Te Kāhui Auaha.
•  Open days, events and success stories increased awareness and interest on the variety of
programmes.
•  Continued to promote online content and application pathways.
Question 7
With reference to “when the effects of the COVID 19 pandemic were confirmed to be exactly the
kind of ‘major impact’ event discussed in 2018, before Te Kahui Auaha was built”, you asked three
questions, as set out below.
What action was taken to minimise the damage to programme viability?
Whitireia and WelTec took a range of strategic and operational actions to reduce risks, maintain
stakeholder confidence and ensure programmes could continue delivering their intended outcomes.
These strategies and actions included the fol owing:
•  Enhanced  enrolment  and  ākonga  support  with  greater  flexibility  of  enrolment  processes,
improvement in the connectivity between application and the start of teaching, as well as
increased flexibility of ākonga support (blended/online).
•  Stronger financial controls on operating expenditure.
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•  Stakeholder engagement and community involvement with the development of a Whitireia
and WelTec Graduate Profile.
•  Enabled and supported online application process (For example Audition online).
What preparations were made to enable the organisation to make up as much lost ground
as possible once restrictions eased?
Whitireia and WelTec reviewed their long-term objectives as well as their annual business plans,
including their recovery plan to prioritise essential services and revenue streams.  Priority was
operational readiness to enhance agility and responsiveness:
•  Digital platforms were upgraded to support remote work and teaching and learning delivery,
ensuring continuity and resilience.
•  Regular communication helped kaimahi to feel supported and ready to adapt.
•  Strong  risk  mitigation  strategies  and  contingency  protocols  were  put  in  place  to  manage
future disruptions more effectively, building on lessons learned during the restrictions.
•  Strategic and responsive approach to Te Pūkenga collaborative opportunities.
And what was actual y done over 2021-2025 to retain existing students, increase enrolment
of new students and grow the visibility and reputation of the creative programmes in the
wake of the COVID-19 Pandemic?
Between 2021 and 2025, as New Zealand saw a steady decline in student enrolment in creative arts
programmes - particularly in visual and performing arts across both secondary and tertiary education
-  a range of strategic and targeted initiatives were implemented  to  retain  ākonga,  attract  new
enrolments, and strengthen the visibility and reputation of these programmes in response to the
disruptions brought about by the COVID-19 pandemic.
Retaining existing ākonga
•  Expanded  ākonga  support  services  including  mental  health  initiatives,  access  to  remote
counsel ing, and flexible learning pathways.
•  Implemented hybrid learning models that al owed ākonga to switch seamlessly between on-
campus and online formats.
•  Developed community-building initiatives such as virtual exhibitions, creative showcases, and
ākonga-led events to strengthen engagement and belonging (ie. E-merge)
Increasing new ākonga enrolment
•  Launched targeted outreach campaigns aimed at secondary schools, creative youth groups.
•  Enhanced  enrolment  and  ākonga  support  approach  and  processes  to  accommodate
disruption caused by the pandemic, increase conversion rates and retention rates.
•  Promoted financial aid focused on supporting ākonga from communities disproportionately
affected by COVID-19.

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Enhancing visibility and reputation
•  Invested in digital marketing strategies, including showcasing success stories and ākonga work
across social media and industry platforms.
•  Strengthened strategic partnerships with creative organisations for guest lectures and
collaborative projects.
•  Revamped programme offerings to align with emerging creative technologies and post-
pandemic industry demands.
You have the right to make a complaint to the Ombudsman under section 28(3) of the OIA if you are
not happy with this response. Information about how to do this is available at
www.ombudsman.parliament.nz or by cal ing 0800 802 602.
We may publish our OIA responses and the information contained in our reply to you on our website.
Before publishing we will remove any personal or identifiable information. 

Ngā mihi

Gus Gilmore
Tumuaki | Chief Executive
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Appendix One
K
ia mau ki tō ūkaipō, whāia ko Te
Pae Tawhiti | Hold fast to where you
have come from, reach for the distant
ho rizon.
1982
ACT
Consultation Phase One | Proposal
Directorate of Teaching and Learning
INFORMATION
The functional realignment and reduction of senior management
RELEASED UNDER THE
• Information, Reporting and Planning
• International Innovation and Industry Engagement
• Marketing
• Registry
OFFICIAL
• Teaching, Innovation and Research
Confidential to Whitireia and WelTec kaimahi

Introduction
Delivering vocational education for Wellington and the wider region remains essential, not only to
meet the needs of employers and industry, but to support the economic and social wellbeing of our
communities. This is at the heart of what we do.
The Minister has asked that all Te Pūkenga business units (the former Institutes of Technology and
Polytechnics, ITPs) take the steps necessary to reach a sustainable operating model. The message is
clear, achieving financial sustainability is critical to our future.
Concerns were raised with Te Pūkenga by the Tertiary Education Commission (TEC) in June 2024
regarding the viability of the ITP business divisions within Te Pūkenga and required it to seek
specialist assistance under section 332 of the Education and Training Act 2020. These financial
advisors appointed under the direction of the TEC provided information and recommendations to
1982
the Minister, Te Pūkenga Council, and to Whitireia and WelTec on what is necessary to achieve a
sustainable operating model. The financial advisors were reviewing the finances of the ITP divisions
and exploring opportunities for sustainable viability, with the goal of establishing regionally
autonomous ITPs where possible. While the changes we have made over the past five years have
ACT
been crucial, there is more work to do.
So here in 2025, while the requirement for change is not unique to us, the future we create is unique
to us as Whitireia and WelTec and our whakapapa – it is an opportunity to take the lead in our own
destination and future.
The situation for Whitireia and WelTec
Declining domestic and international EFTS
• In 2018 Whitireia and WelTec had 6,547 domestic EFTS and 1,219 international EFTS.
• In 2024 the number of domestic EFTS was 3,571 with 301.5 international EFTS.
INFORMATION
Significant Crown capital injection
RELEASED UNDER THE
• In 2018 and 2019 Whitireia was in receipt of significant Crown capital injections.
• The disestablishment of the Council of Whitireia and WelTec and the appointment of the
Commissioner in 2018, along with the capital injections, required a major change
programme for both institutions.
Operating deficits
• OFFICIAL
The COVID-19 pandemic that struck the world along with Aotearoa in 2020 meant
operating deficits.
• In 2024, the operating deficit for Whitireia and WelTec was budgeted at s 9(2)(b)(ii) .
• While we worked hard in 2024 to reduce this deficit, we entered 2025 with another
budgeted operating deficit of around s 9(2)(b)(ii) .
• It is these deficits, and the debt linked to the capital injection to Whitireia in 2018 and
2019, that have contributed to the situation we face today.
3

Property footprint
• We operate across three sizeable campuses.
• Te Kāhui Auaha in the city was to accommodate 1,000 ākonga, which is a figure that was
never realised.
• The campuses at Whitireia Porirua and Petone are also too big for the size and scale of
Whitireia and WelTec today.
The challenge ahead
Achieving financial sustainability will not be easy, but it is a challenge we embrace as it also provides
opportunity. Our opportunity is now, it will require considerable work, flexibility, and new ways of
working, new places of work and new teams formed.
What this means for us
1982
• All parts of the operation of Whitireia and WelTec need to be looked at.
• We need to continue with the current property strategy to reduce our lease costs and
reduce our physical footprint. What this then enables is the release of capital to reinvest in
Whitireia and WelTec as well as pay off debt.
ACT
• Alongside the consolidation of our physical footprint needs to be improved site utilisation.
This will include embedding delivery changes that expand our hours and days of operation.
• We need to consider carefully all our programmes; are they sustainable, can we afford the
capital replacement of equipment, can we afford the space they occupy, and are they such
that we can achieve volume from them to increase their contribution margin to above 50
percent?
• Alongside this is a close look at our personnel. What is our teaching and non-teaching ratio?
What is our FTE to EFTS ratio of teaching kaimahi? How do we bring kaimahi/teams together
to reduce the amount spent on management? And what are the services, functions, and
programmes that we will no longer deliver?
This is our mahi for 2025. It is mahi we drive, we shape, and we engage in.
INFORMATION
RELEASED UNDER THE
Obligations to the Charter and Te Tiriti
Te Pūkenga is committed to ensuring its governance, management and operations give effect to Te
Tiriti  o  Waitangi.  In  relation  to  organisational  change,  Te  Pūkenga  Māori  advisory  committee  will
continue  to  operate  in  a  manner  that  represents  learners,  their  whānau,  hapu  and  iwi,  Māori
employers, and Māori communities.
Proposed  changes  to  organisational  structure  will  be  informed  by  the  learnings  from  the  Māori
OFFICIAL
advisory  committees  as  well  as  insights  from  the  Tiriti  Regional  Executive  Directors  who  partner
regionally as part of their responsibilities.
Te Pūkenga remains committed to its charter obligations as outlined in Schedule 13 of the Education
and Training Act 2020. In relation to proposed organisational changes, this includes 3(b) to “operate
in a manner that ensures its regional representatives are empowered to make decisions about delivery
and operations that are informed by local relationships and to make decisions that meet the needs of
their communities.”
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Through  its  national  and  local  relationships,  Te  Pūkenga  will  continue  to  engage  with  and  remain
informed by local communities, iwi and industry on an ongoing basis. Te Pūkenga is not required to
consult with communities on specific organisational change proposals, but Divisions will continue to
demonstrate  they  have  continued  to  engage  sufficiently  with  local  communities  so  that  they  are
empowered to make informed decisions.
Our programme and the proposal presented today
This is the first of three significant change proposals that will be undertaken this year. Phase One
focuses on the non-delivery part of the Teaching and Learning Directorate. It focuses on the
consolidation of management positions, the re-alignment of teams, and reduction of positions
across supporting teams in recognition of our changing business needs. The changes proposed will
position us for improved financial performance.
Alongside the three change proposals there will be a property plan that consolidates our physical
footprint and improves our site utilisation.
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Where and how we work
Whitireia and WelTec operate a distributed model of delivery across three main sites. As a result, we
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have teams spread and often not connecting as efficiently and effectively as possible. To achieve
savings in our operational costs, we need to generate efficiency through the rationalisation and
consolidation of our workspaces. There are also some structures and ways of working that are no
longer affordable and/or appropriate in the current financial climate.
As you will be aware we may not be delivering teaching and learning in Te Kāhui Auaha in 2026, and
there will be downsizing of our physical footprint at our Whitireia Porirua and Petone campuses. We
need to be better at utilising spaces to ensure teams have a primary base of operating with hot-
desking (flexible) workspace available. Our programme this year will address where our places of
work are and where our ‘base’ will be.
Te Pūkenga principles for change
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I am very conscious of the potential impact on each of you in terms of the uncertainty this creates and
concern for the future.  The following principles will be applied during our change process:
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•
Uncertainty for kaimahi is minimised by open and transparent communication processes.
•
We will work closely with our union partners and our kaimahi.
•
We will honour our commitments to individual and collective employment agreements.
•
Redeployment of impacted kaimahi is prioritised, redundancy is a last resort.
•
Kaimahi have access to a paid confidential assistance programme/s and services throughout
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the change process.
•
Alongside our values, our commitment to Te Tiriti o Waitangi and equity are fundamental to
our tuakiri (identity) as Te Pūkenga.
•
No  decisions  will  be  made  until  we  have  taken  the  time  to  review  all  feedback,  and  that
feedback will be given serious and thoughtful consideration.
I genuinely look forward to your feedback on what is proposed in this document. Thank you for your
continued professionalism as we work through this process.
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As we are part of Te Pūkenga I am also confirming with you that the executive leadership of Te
Pūkenga are aware of this proposal.
Ngā mihi nui ki a koutou,
Mark Oldershaw
Executive Director
Te Pūkenga | Whitireia and WelTec
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INFORMATION
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Overview of the proposal
This proposal is focused on functional areas that currently report to the Director of Teaching and
Learning (DTL). Out of scope for this phase, in terms of direct reports to DTL, are the s 9(2)(ba)(ii)

; these areas will be considered in later
phases.
This document is separated into three sections
• Proposal to create a single Registry, Information Reporting and Planning, and Academic
Quality group.
• Proposal to bring together domestic and international marketing and establish a new
international team in the School of Innovation, Design and Technology.
• Proposal to create a new group supporting academic development and ākonga academic
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success.
Where we work and how we work
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As referenced in the introduction, where and how we work is important to our operations. Our
distributed model of delivery across three main sites means we have teams spread and often not
connecting as efficiently and effectively as possible. The model also has some silos, duplication of
process and challenges with integration.
This proposal outlines a way of working that allows better connectedness and consolidation of
teams and which, in turn, reduces the amount of management resource we need. This means
consolidation of some non-teaching and learning senior management positions under the leadership
of the Director of Teaching and Learning, except for s 9(2)(ba)(ii)

which will be considered in a later phase.
In each of these sections the proposals for where the functions may have their primary work
location is outlined.
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The primary work location is intended to identify the team hub. Bringing together kaimahi will allow
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for better and more regular collaboration across and within teams.
Changes to a primary work location will be different for each kaimahi, but for most, this will
represent no change at all. For some this will mean that we propose a change to the primary work
location. Kaimahi may continue to request flexible work arrangements as per our Flexible Work
Procedures and in conjunction with their manager.
We  recognise  that  this  proposal  will  have  different  implications  for  everyone,  and  we  invite
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feedback and discussion throughout the consultation period. If there are proposed changes to your
location of work, we will identify these with you individually.
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Marketing and Business Development
At present we commit considerable resource to developing new relationships in marketing,
international marketing, and business development. From a business need perspective, we are
shifting focus to delivering on and deepening our current relationships and partners, rather than
creating lots of new relationships. The opportunity to change focus will ensure we can fully deliver
on our existing commitments and deepen these opportunities, rather than spending our limited
resources and energy on adding more relationships into the mix, which in turn may also compromise
our ability to deliver on current commitments. This opportunity, detailed further in the following
sections, applies to both the international and domestic marketing.

Academic Success
It is imperative for us to consider what we can afford in some of our functional areas. This is where
some more difficult decisions need to be made about how we do what we do, and how much we can
actually afford to do. What is proposed is to keep a strong focus on the development of kaimahi as
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academics, develop research, and provide leadership and enablement to ākonga academic success.

Proposed overall savings
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The  proposal presented today  represents a reduction in  4  FTE  reporting  directly  to the Director of
Teaching and Learning, 1 FTE other people management role and 7 FTE other roles.



Proposal to create a Registry, Information and
Reporting group

This proposal brings together three separate but deeply aligned functional areas:
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•  Registry  RELEASED UNDER THE
•  Information, Reporting and Planning
•  Academic Quality
The relationship between enrolment processes, timetabling, data entry, information and reporting,
academic quality, and managing information to external agencies such as NZQA and the TEC are critical
to the operation of Whitireia and WelTec. They also ensure and assure that we meet our requirements
legislatively  when  it  comes  to  qualification  attainment,  funding  rules  and  conditions,  as  well  as
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industry and ākonga having confidence in the certification of educational attainment.
For kaimahi within the teams of Registry, Information Reporting and Planning, and Academic
Quality, no change is being proposed in this phase other than some changes of line management.
We propose to bring these groups together under a newly proposed ‘Registrar and Head of
Information and Reporting’ role.  This will be the only senior leadership position for these functions
reporting to the Director of Teaching and Learning.
All these functional areas experience different peak workload times throughout the year. In
recognition of the size of this group and the varied nature of the work and workload peaks, it is
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further proposed that an existing Operations Officer role within the Teaching Innovation and
Research move into this new group reporting to the proposed Registrar and Head of Information and
Reporting.

Location of work
The Registry and Academic Quality functional areas by their nature work across the campuses.
Information Reporting and Planning while providing a key functional area for Whitireia and WelTec,
is well able to sit together in one location. We propose:
•  Registry kaimahi work across both the Whitireia Porirua and Petone campuses. Each
member of this functional area will have a primary location of work at either Whitireia
Porirua or Petone but are available to adjust this as needs require to the other site.
•  Information Reporting and Planning primary site remains as it is at Whitireia Porirua, but
each member in this area is to be available to adjust this to Petone, as business needs
require.
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•  Academic Quality is to be primarily based at the Petone campus as is currently the case,
noting that each member of this area is available to adjust as required to Whitireia Porirua.
•  Operations Officer role will have a primary location of work at either Whitireia Porirua or
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Petone but is available to adjust this as needs require to the other site.

Proposed Structure – Registry, Information and Reporting group
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To summarise, this proposal:
•  Brings together Registry, Information Reporting and Planning, and Academic Quality into
one group.
•  Adds the Academic Quality functional area kaimahi currently within Teaching, Innovation
and Research into this new group.
•  Adds the Operations Officer role currently in the Teaching Innovation and Research group
into this new group.
•  Integrates together three important and inter-related functional areas.
Therefore, it is proposed to:
•  Disestablish the current role of Registrar.
•  Disestablish the current role of Manager Information, Reporting and Planning.
•  Disestablish the current role of Principal Lead Teaching Innovation and Research.
•  Create a new role called ‘Registrar and Head of Information and Reporting’ reporting to the
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Director Teaching and Learning.
•  Move the current Operations Officer role currently in the Teaching Innovation and Research
group to this new group. This role would report to the ‘Registrar and Head of Information
and Reporting’.
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•  Change the reporting lines of the direct reports of the disestablished positions to the new
‘Registrar and Head of Information and Reporting’.
This part of the proposal would disestablish three people manager roles currently reporting to the
Director of Teaching and Learning and replace them with one. The teams within this new group will
be considered in a later phase of the Whitireia and WelTec change programme when it looks at
wider support services of Whitireia and WelTec.

Proposal to bring together domestic and international
marketing | Change of operational focus

INFORMATION
International and Domestic Marketing
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Under the current structure, the domestic and international marketing teams operate as separate
groups. This represents a high-cost and less efficient structure for Whitireia and WelTec with
separate teams marketing to their target groups.
Functionally, domestic and international marketing are closely aligned, albeit their audiences differ.
From the types of collateral generated (prospectus) to marketing campaigns via technology. As such
the proposal is to combine the international and domestic marketing teams.
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This proposal for a single marketing group would disestablish the marketing functions within the
International Marketing group.
The combination of the domestic and international marketing teams would result in changes to the
senior management required for these teams and therefore the leadership positions are proposed
to be disestablished and redefined in the new structure. A new role is proposed to be created called
‘Head of Marketing’ with scope to cover international marketing (albeit with a different remit and
approach than is currently done) as well as domestic marketing.
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As a cost saving measure and due to the change of functional focus, there would be no international
travel for the purposes of international marketing proposed for the new Marketing group.
There are no proposed changes to the roles of the current domestic marketing team in this phase
beyond making international in scope. Should the proposal be agreed, it would include minor
changes to the existing job descriptions of the current team to add international as appropriate.
The Pathways team within Marketing are an example of where we have perceived silos, duplication
of process and some challenges with integration. Currently Teaching and Learning School and
Pathways kaimahi are going into high schools and community groups providing information about
vocational education at Whitireia and WelTec. STAR programmes are delivered by the Schools and
through current enrolment and reporting processes these are well able to be managed without
duplication through an additional team. Better integration and connectedness of Schools with
prospective ākonga, their whānau, high schools/kura is about ensuring direct access to knowledge
specialists and educators. The work of the Pathways team is also very variable across the year as it is
strongly tied to the school terms, so there is variability in workload management. This is an example
of where we may well lose some flexibility in how Whitireia and WelTec deliver in the pathways
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space, but how we do things differently through our Schools.
It is proposed that the Team Leader Pathways and the positions reporting to that role within the
team are disestablished. The activities of secondary-tertiary pathways are proposed to be included
into the current business, with the Heads of Schools, Operations Managers and teams in the Schools
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within the Teaching and Learning Directorate, and Registry and Information and Reporting as
appropriate.

Proposed Structure of the Marketing Team
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Innovation, Design and Technology
At Whitireia and WelTec the School of Innovation, Design and Technology holds the majority of
international enrolments, contracts and relationships, delivers transnational education, and is
responsible for the bulk of the onshore international ākonga.
It is proposed to create a new team within this School that develops the international strategy and
drives onshore international ākonga enrolments, manages international relationships, contracts, and
Memorandums of Understandings (MoUs), and supports the delivery of transnational
education/onshore international education across all Schools. This team would have an international
travel component but linked to deepening current transnational delivery, contracts and relationships
covering all Schools.
This team is proposed to be structured as follows:
•  International Executive Manager reporting to the Head of School Innovation, Design and
Technology.
•  Senior Transnational Leader reporting to the International Executive Manager.
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•  Onshore International Leader reporting to the International Executive Manager.
•  International Advisor supporting work with agents, processing commission payments and
providing support for the work on onshore and offshore international education, reporting
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to International Executive Manager.
This proposed new group within the School of Innovation, Design and Technology would be
supplemented by an external contract resource working in India (currently in place) and would
enable an external contract resource working in China (variation of what is currently in place).
This group would work under a kawenata that included Marketing, Registry, other Schools and
Learner Journey to ensure the integration of these respective areas and a connected approach to the
marketing, recruitment, retention, and academic success of international ākonga, and the pastoral
support of international ākonga.
The relationship between the Marketing team would be particularly strong as they would be tasked
to enable the digital marketing campaigns for international ākonga/agents/institutions and provide
the collateral for the purposes of international marketing. The proposed new International team
within the School of Innovation, Design and Technology would provide Chinese translation to the
Marketing team, as well as other services as required.
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In this proposal, Marketing (inclusive of international marketing) and the new International team
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would shift focus from new business development, toward maximising the relationships and existing
contracts/MoUs with the objective to deepen these over time to their maximum scale. This refocus
supports the proposal to disestablish the business development/industry engagement functions
within the current International Marketing and Industry Engagement team. This would mean that
the current Head of International Innovation and Industry Engagement and the positions reporting
to this role is proposed to be disestablished.
Furthermore, is the proposed disestablishment of the Principal Advisor and Special Projects leader
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roles. These positions contain significant elements responsible for new business development.

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Proposed Structure of the International Team
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Location of work
The Marketing functional area by their nature work across the campuses, as do the School of
Innovation, Design and Technology kaimahi. Each group, however, is proposed to have a primary
location of work. What is proposed:
• The Marketing team would have its primary site at Petone, however, each member of this
team would need to be available to adjust this to Whitireia Porirua, as needs require.
• The new International Executive Manager and Team would be primarily based at Petone
which is where the School of Innovation, Design and Technology is located. Each member of
this area is available to adjust this to Whitireia Porirua, as needed.
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Proposed Organisational Marketing Structure
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To summarise, this proposal:
•  Combines domestic and international marketing functions.
•  Creates a new international team within the School of Innovation, Design and Technology.
•  Moves away from direct new business development toward growing further the current
relationships we have.
Therefore, it is proposed to:
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•  Disestablish the current Manager Marketing role.
•
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  Disestablish the Team Leader Pathways role and the three roles that report to this.
•  Disestablish the Head International Innovation and Industry Engagement role and the roles
that report to this.
•  Disestablish the Principal Advisor and Special Projects Lead, both roles currently reporting to
the Director of Teaching and Learning.
•  Create a Head of Marketing role with responsibility for domestic and international
marketing.
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•  Create an International Executive Manager role reporting to the Head of School Innovation,
Design and Technology.
•  To create three new roles reporting to the new International Executive Manager.

This part of the proposal proposes to disestablish four roles currently reporting to the Director of
Teaching and Learning and create one new role. It also proposes to disestablish another
management role currently reporting to the Manager Marketing and the three roles reporting to
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that. It is proposed to create one new role reporting to the Head of School Innovation Design and
Technology and three roles reporting to that.
The roles currently reporting to the Manager Marketing would be considered in a later phase of the
Whitireia and WelTec change programme when it looks at wider support services.

Proposal to create an Academic Success group
reporting to the Director Teaching and Learning

Overview
As previously stated, there are some structures and approaches that are no longer affordable and/or
sized appropriately in the current financial climate. We need to be realistic and practical about
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creating a model of working, and being, that is sustainable through the next three to five years, that
also enables stability and purpose within teams.
This part of the proposal provides a key focus on the development of kaimahi as academics, and
ensuring we are providing leadership and enablement to ākonga academic success. This proposed
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new group would be an enabler across all Schools in the Directorate of Teaching and Learning. It is
proposed to create a new role to report to the Director Teaching and Learning called ‘Head of
Academic Success’ to lead this group. It is expected that the person in this role would also be a
thought leader in ākonga academic success, particularly the access to quality modules to improve
ākonga academic confidence, skills, and enablement as ākonga in vocational education. They would
also need to be aligned with current teaching practice and changing pedagogies.
Currently, we have a group called Teaching Innovation and Research which was established in 2019.
It is appropriate to consider its size and scope in our current environment as well as determining
how we do what we do.
Earlier in this document it was proposed to:
•  Disestablish the role Principal Lead Teaching Innovation and Research.
•
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  Move the Academic Quality team currently in Teaching Innovation and Research to report to
the new role Registrar and Head of Information and Reporting.
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•  Move the Operations Officer currently in Teaching Innovation and Research to report to the
new role Registrar and Head of Information and Reporting.
This phase of the Whitireia and WelTec change programme has the Programme Manager currently
reporting to the Principal Lead Teaching Innovation and Research and respective team under this role
out of scope as it will be considered in a later phase.
What is proposed is to keep a strong focus on the development of kaimahi as academics, the
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development of research, and provide leadership and enablement to ākonga academic success.
This part of the proposal is also about rightsizing some functional areas to ensure sustainability.
For the ongoing development of kaimahi as academics, the following functional elements need to
remain: moderation and quality, literacy and numeracy embedding, pedagogy and classroom
practice, teacher capability and qualifications, and research. The retention of this functional area is
considered deeply important to the confidence and growth of our kaimahi as academics. And we are
in the “business” of delivering vocational education and we need to do it well. We have considered
this area carefully in terms of financial sustainability. It is proposed to retain the following functions:
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•  Research advisory.
•  Coordinator support.
•  Academic development work providing skills, enabling and training for moderation and
quality, literacy and numeracy embedding, pedagogy and classroom practice, teacher
capability and qualifications.
Our expectation for this functional area is that it will have close working relationships with the Dean
Te Wānanga Māori and Kaiwhakahaere Ngā Ara Me te Tautoko to develop greater opportunities for
Te Ao Māori, mātauranga Māori and Te Reo integration into kaimahi academic development. It is
proposed that the amount of people resource in this area would total 6.5 FTE.
In the functional areas of eCreate, digital design and resource development, and Moodle
administrative support we are proposing a resizing to ensure Whitireia and WelTec is able to be
sustainable. This would mean less resource in these functions and less provided into the business as
is currently available. While this is difficult to propose, it is about considering all parts of what we
provide, particularly at this time of needing to reduce our deficit. What we need to acknowledge is
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that the volume of this part of our current model is no longer affordable in the current financial
climate. We want to retain some functionality it is proposed that we reduce our resource in this area
to 2 FTE.

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Location of work
Kaimahi within this area are expected by the nature of their functions to operate across Whitireia
Porirua and Petone. However, it is important for this group to have a primary location so they can
work collectively, to support kaimahi. What is proposed is the primary location for this new group be
at Petone. Due to the nature of this function, kaimahi in this area are also available to hot desk at
Whitireia Porirua as required.

Proposed Structure for Academic Success Group
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To summarise, this proposal:
•  Retains a focus on kaimahi academic development by creating Academic Development
Advisor roles to provide the skills, enabling and training for moderation and quality, literacy
and numeracy embedding, pedagogy and classroom practice, teacher capability and
qualifications.
•  Resizes functional areas of eCreate, digital design and resource development, and Moodle
support to enable ongoing resource.
•  Looks to provide leadership in ākonga academic success.
Therefore, it is proposed to:
•  Create a new role Head of Academic Success reporting to the Director Teaching and
Learning.
•  Disestablish the current Team Leader Teaching Innovation and Research.
•  Disestablish Senior/Flexible Learning Advisor roles.
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•  Disestablish eLearning/Instructional Designer roles.
•  Disestablish Tutor role that currently reports to Team Leader Innovation and Research (that
primarily focuses on eLearning/instructional design work).
•  Create 0.5 FTE Academic Development Advisor role.
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•  Create 2 FTE Senior Academic Development Advisor roles.
•  Create 2 FTE eCreate Senior Advisor roles.

This part proposes to create a new management role reporting to the Director of Teaching and
Learning, and to disestablish one management role currently reporting to the Principal Lead
Teaching Innovation and Design. It also proposes to reduce other FTE by three.

Benefits of the change | Phase One
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The benefits of this change proposal are as follows:
•  The joining together of the functional areas of Registry, Information and Reporting, and
Academic quality will provide greater connectivity, communication, and connection.
•  Delivering on and deepening our current relationships/MoUs/contracts instead of growing
more. This will enable stability and certainty for the next three to five years while ensuring
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we can deliver on current contracts.
•  Reduction of our overall marketing spend.
•  Reduction and focus of our international travel spend. Greater focus on delivery and less
focus on new market/relationship development.
•  Continues a commitment to kaimahi in their growth as academics.
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INFORMATION
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kaimahi academic
development now
within new Head of
Academic Success.
Manager
Marketing
Disestablished
Position not included  Former functions
Marketing
in proposed
(domestic
structure.
marketing) and new
Most functions
functions
within this role will
(international
be integrated into
marketing) now
the new Head of
within new Head of
Marketing role;
Marketing role.
excluding the
Pathways function.
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Team Leader  Pathways
Disestablished
Position not included  Functions added to
Pathways
in proposed
the responsibilities
structure.
of the Heads of
Schools and their
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Operation Managers
and administrative
teams. This may
result in a re-
prioritisation of
work.
Student
Pathways
Disestablished
Position not included  Functions added to
Recruitment
in proposed
the responsibilities
Advisor
structure.
of the Heads of
Schools and their
Operation Managers
and administrative
INFORMATION teams. This may
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prioritisation of
work.
Education
Pathways
Disestablished
Position not included  Functions added to
Careers
in proposed
the responsibilities
Advisor
structure.
of the Heads of
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(Kaiārahi
Schools and their
Mātauranga/
Operation Managers
Umanga)
and administrative
teams. This may
result in a re-
prioritisation of
work.
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Secondary
Pathways
Disestablished
Position not included  Functions added to
Tertiary
in proposed
the responsibilities
Liaison
structure.
of the Heads of
Officer
Schools and their
Operation Managers
and administrative
teams. This may
result in a re-
prioritisation of
work.
Head
International
Disestablished
Position not included  Elements of this role
International  Marketing and
in proposed
no longer within
Innovation
Industry
structure.
Whitireia and
and Industry
Engagement
WelTec (business
1982
Engagement
development).
Others have been
consolidated into
the new Head of
ACT
Marketing role, or
the new
International
Executive Manager
role.
Manager
International
Disestablished
Position not included  Elements except for
International  Marketing and
in proposed
business
Marketing
Industry
structure.
development, are
Engagement
part of new roles
reporting to Head of
School Innovation
INFORMATION Design and
Technology, and the
RELEASED UNDER THE Marketing team.
International  International
Disestablished
Position not included  Elements except for
Marketing
Marketing and
in proposed
business
Advisor
Industry
structure.
development, are
Engagement
part of new roles
reporting to Head of
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School Innovation
Design and
Technology, and the
Marketing team.
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Digital
International
Disestablished
Position not included  Elements except for
Marketing
Marketing and
in proposed
business
Specialist
Industry
structure.
development, are
Engagement

part of new roles
reporting to Head of
School Innovation
Design and
Technology, and the
Marketing team.
Regional
International
Disestablished
Position not included  Elements except for
Manager
Marketing and
in proposed
business
(China/East
Industry
structure.
development, are
Asia)
Engagement
part of new roles
reporting to Head of
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School Innovation
Design and
Technology, and the
Marketing team.
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Principal
Teaching and
Disestablished
Position not included  Functional role no
Advisor
Learning
in proposed
longer within
structure.
Whitireia and
WelTec.
Special
Teaching and
Disestablished
Position not included  Functional role no
Projects
Learning
in proposed
longer within
structure.
Whitireia and
WelTec.
Team Leader  Teaching
Disestablished
Position not included  The operations
Teaching
Innovation and
in proposed
officer proposed to
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Innovation
Research
structure.
report to Registrar
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and
and Head of
Research
Information and
Planning. Functional
elements of this role
are part of the new
Head of Academic
Success role.
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eLearning/
Teaching
Disestablished
Position not included  Function part of new
Instructional
Innovation and
in proposed
Senior eCreate
Designer
Research
structure.
Advisor roles.
Reduction of
Moodle
administration and
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the eCreate
functions.
Flexible
Teaching
Disestablished
Position not included  Function part of new
Learning
Innovation and
in proposed
Academic
Advisor
Research
structure.
Development
Advisor role.
Reduction of
Moodle
administration and
the eCreate
functions.
Senior
Teaching
Disestablished
Position not included  Function part of new
Flexible
Innovation and
in proposed
Senior Academic
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Learning
Research
structure.
Development
Advisor

Advisor roles and
Senior eCreate
Advisor roles.
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Reduction of
Moodle
administration and
the eCreate
functions.
Tutor
Teaching
Disestablished
Position not included  Elements part of
Innovation and
in proposed
new Senior eCreate
Research
structure.
Advisor roles.

Reduction of
Moodle
administration and
the eCreate
INFORMATION functions.
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Marketing
Marketing
Minor
Change in reporting
Widening scope to
team (except
line to Head of
include some
Pathways)
Marketing role.
elements of current

international
marketing, such as
marketing offshore
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to agents and
Institutions.
Manager
Registry
Minor
Change in reporting

Timetabling
line to Registrar and
and
Head of Information
Academic
and Reporting.
Data

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Manager
Registry
Minor
Change in reporting

Enrolments
line to Registrar and
Head of Information
and Reporting.

Manager
Registry
Minor
Change in reporting

Advising
line to Registrar and
Head of Information
and Reporting.

Lead Advisor  Teaching
Minor
Change in reporting

Innovation and
line to Registrar and
Research
Head of Information
and Reporting.
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Operations
Teaching
Minor
Change in reporting
Change in scope of
Officer
Innovation and
line to Registrar and
role to include some
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Research
Head of Information
elements of current
and Reporting.
Registrar (e.g.

Complaints Register)
and Manager
Information
Reporting and
Planning (e.g.
external reporting).
Information,
Information,
Minor
Change in reporting

Reporting
Reporting and
line to Registrar and
and Planning  Planning
Head of Information
team
and Reporting.
INFORMATION

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Providing feedback

Whitireia and WelTec are committed to seeking your feedback and taking this into account before
confirming its decisions.
All feedback must be in writing and will be considered before any decisions are made. Feedback can
be emailed to [email address]. Submissions close on 20 March 2025. You can provide
feedback on:
•  The proposal in its entirety, including the specific proposals and change management
process.
•  The impact of the proposal on you personally, including any circumstances you wish us to
consider.
•  The proposed recruitment or selection process.
•  The proposal to change location or place of work.
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•  Any alternatives to the proposed changes you would like us to consider.

We will theme the feedback that is provided to us and share a summary of this in the decision
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document. We will not share feedback which is identifiable or specific to a particular individual.
You are entitled to seek independent support and advice throughout any part of this change
process. We encourage union members to reach out to their union delegate.
We are happy to meet with you individually should you have any questions. If you require further
relevant information to provide meaningful feedback, please email specific requests to
[email address].
If you have questions about your terms and conditions of employment, please email the People
Services team at [email address].

INFORMATION
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INFORMATION
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•  Step 6: All submissions and feedback are thoroughly reviewed and considered. As a result of
this, decisions are made whether to proceed with some or all the proposed changes, and
whether any aspects of the structural proposal and/or process need to be changed as an
outcome of the feedback received.
Where there are significant changes to the proposal because of the feedback received, we will
carefully assess whether further consultation may be required.
If the decision is made to proceed with this proposal, either in its current form or with some
alterations:
•  Step 7:  Meetings will be held with impacted kaimahi to advise the final decision, any impact
on positions and to provide the final decision document and a letter.
•  Step 8: If necessary other kaimahi who may be in scope but not impacted by the change will
be advised of the outcome of consultation.
•  Step 9: Recruitment and selection commence.
•
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  Step 10: Where roles are confirmed disestablished, redeployment conversations begin. A
voluntary redundancy process may be actioned.

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Recruitment and selection processes for roles

New positions
We are committed to an open and transparent recruitment process following the selection process
below:
The proposed recruitment process for any new position following consultation would be:
•  New roles would be open to impacted kaimahi from within Whitireia and WelTec and the
wider Te Pūkenga network. Advert open for 10 days.
•  If this does not fill the roles, we would then look to open the process to all kaimahi from within
Whitireia and WelTec and the wider Te Pūkenga network. Advert open for 10 days.
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•  Vacancies will be advertised on Te Kāinga (Whitireia and WelTec Intranet) and Te Whare.
•
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  All  potential  internal  candidates  will  be  required  to  apply  formally  with  a  CV  and  covering
letter.
•  The hiring manager with People, Culture and Wellbeing (PCW) will shortlist candidates against
suitability for the role against the position description and the selection criteria that is finalised
following consultation (proposed selection criteria is below).
•  Previous performance will be taken into consideration where this is available.
•  A shortlist will be completed within 4 days concluding the final advertising period closing.
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•  The interview will be formal and based off competency-based questions that relate to the JD
and the final selection criteria.
•  The interview process is expected to take around 2 weeks.
Should the position not be filled internally, we will then advertise externally.
We  welcome  your  feedback  on  the  proposed  recruitment  approach  as  part  of  the  consultation
process.

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Proposed selection criteria for new positions

Whitireia and WelTec Qualifications, Skills, and Capabilities (QSC) Assessment

ASSESSMENT AREA   DESCRIPTION
QUALIFICATIONS
•  Whether the employee has any relevant qualifications required for their role.
AND
•  Whether the employee has the relevant skills to support Whitireia and WelTec
SKILLS
in 2025 and beyond.

VERSATILITY AND
•  The currency, relevance and professional or community related experience and
ADAPTABILITY
the service and experience the employee provides that enhances the

organisation’s ability to support relevant disciplines.
•  The extent to which the individual could competently carry out a range of duties
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required by the organisation.
•  The evident willingness of the individual to step in and pick up duties where
needed.
•  The evident willingness and ability of the individual to adapt to meet
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organisational needs.
OVERALL
•  How much the individual makes a positive overall contribution to their current
CONTRIBUTION
team and Institution.
•

  How much the individual acts as a positive role model for others and contributes
to creating a positive and supportive working environment and organisational
culture.
TE TIRITI
•  Experience, understanding / supporting / advocating / leading the inclusion of
Te Tiriti o Waitangi practices in a workplace setting.
•  Experience in supporting / advocating / leading approaches that promote equity
and prioritise the needs of our priority group.
LEADERSHIP*
•  Demonstration of leadership at a team, group, or organisational level.
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•  Ability to demonstrate learning through the leadership.
MANAGEMENT*
•  Demonstration of management of a team of people/group.
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•  Ability to demonstrate people management at a high level.
*Leadership and management roles
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Voluntary redundancy
In situations where a kaimahi role is confirmed disestablished, we may present a voluntary
redundancy option ahead of the selection process set out above. In this situation, we will ensure we
meet our legal and employment agreement (including Collective Employment Agreement)
requirements.

Where do I get support?
We acknowledge that change can be disruptive and unsettling for people. We encourage you to
speak to your manager, your support network, your union representative or your HR Advisor and to
support each other through this consultation process.
Please remember you can access our Employee Assistance Service provider, Vitae, by visiting their
website  http://www.vitae.co.nz or by phone 0508 664 981.
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As a reminder, we encourage you to seek independent advice regarding this proposal and you are
entitled to have a representative or support person present at any meeting.
We fully respect you sharing your situation with whānau or trusted colleagues. It is important to
please give consideration of others when you do this. Be mindful of the different impacts and
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situations, and if your kōrero needs to highlight concerns, please be constructive to not
unnecessarily cause further anxiety.
If you have questions about this proposal, please discuss these with PCW.

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Appendix One – Links to supporting documentation

Current organisation charts
New Role Descriptors

Appendix Two - Glossary

Term
Definition
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Affected kaimahi
Kaimahi are considered affected when a proposal is made to disestablish
a position. This does not automatically mean someone’s employment
ends through redundancy. Our priority is to place affected kaimahi into
the new positions in the structure through redeployment.
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Application
An application process is where you can signal your interest in a position
(or a number of positions) and outline your skills and experience.
Comparable
Positions are identified as comparable if the required skills,
qualifications, and experience are comparable to the current positions of
significantly affected kaimahi.  This may result in either direct
appointment to a position or selection process in many to few situations.
Contestable
A competitive recruitment process (open to more than one applicant).
Disestablished
If a position is disestablished, this means that it will not exist in the new
position
structure.  A position may be proposed to be disestablished because we
no longer need it, the responsibilities of the role are distributed
INFORMATION
differently between new roles in the structure, or because the work of
the position has changed so significantly the position is no longer the
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same position.
Business Divisions
The former Institutes of Technology and Polytechnics (ITPs) and Industry
Training Organisations (ITOs) that are part of Te Pūkenga.
ITO and WBL
The 9 Industry Training Organisations, often referred to as work-based
learning (WBL). Are referred to as Business Divisions.
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ITP
The 16 Institutes of Technology and Polytechnics. Are referred to as
Business Divisions
Reconfirmed
Where there is no change to a position or a minor change (title change,
group change, reporting line change, minor changes to a job title or
position description), kaimahi will be reconfirmed into their position.
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This is also sometimes called ‘mapped in’ or ‘lifted and shifted’ to the
new structure.
Recruitment process
The process used to appoint suitable candidates to a position. This
usually includes advertising, shortlisting, interview, reference check and

offer.
Redeployment
Redeployment is a term used to describe the process of identifying
suitable alternative positions for the appointment of affected kaimahi.
Reporting line
The relationship between a worker and their direct supervisor.
RIV
Regional ITP Vocational Programme.
TEC wrote to Te Pūkenga in June 2024 regarding the viability of the ITP
business divisions within Te Pūkenga. Te Pūkenga were required to seek
specialist assistance under section 332 of the Education and Training Act
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2020.
These consultants reviewed the financial information for the ITP
Business Divisions.
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Ring-fenced/Many to
A closed process for positions where incumbents of same or similar roles
few/Reduction in
are the affected kaimahi.
roles.
A selection process is involved in this case as opposed to a full
recruitment process.
Surplus staffing
A situation where, following a consultation process, Te Pūkenga has
identified a need to reduce the number of kaimahi, or where kaimahi
can no longer be employed in their current position or grade
Te Pae Tawhiti: Te
Te Tiriti o Waitangi Excellence Framework, developed by Te Pūkenga, is a
Tiriti o Waitangi
self-reflective tool to monitor and assess how well the Network is
Excellence Framework  tracking towards Te Tiriti o Waitangi excellence and achievement of their
objectives of demonstrable Te Tiriti o Waitangi partnerships and
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inclusivity and equity for Māori.
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Voluntary redundancy   The ability to ask for voluntary redundancy is provided for in some
employment agreements in certain circumstances.
It enables affected kaimahi to indicate a preference to take voluntary
redundancy in a surplus staffing situation and when they have been
confirmed as having their positions disestablished.

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Kia mau ki tō ūkaipō, whāia ko Te Pae Tawhiti
Hold fast to where you have come from, reach for the distant horizon


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Phase One Decision
Functions and roles reporting to the Director Teaching
and Learning

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The functional realignment and reduction of roles and senior management

•  Information, Reporting and Planning
•  International Innovation and Industry Engagement
•  Marketing
•  Registry
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•  Teaching, Innovation and Research



Confidential to Whitireia and WelTec kaimahi

Overview

Delivering vocational education for Wellington and the wider region remains essential, not only to
meet the needs of employers and industry, but to support the economic wellbeing of our
communities. This is at the heart of what we do.
The Minister has asked that all Te Pūkenga business units (the former Institutes of Technology and
Polytechnics, ITPs) take the steps necessary to reach a sustainable operating model. The message is
clear, achieving financial sustainability is critical to our future.
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Concerns were raised with Te Pūkenga by the Tertiary Education Commission (TEC) in June 2024
regarding the viability of the ITP business divisions within Te Pūkenga and required it to seek
specialist assistance under section 332 of the Education and Training Act 2020. These financial
advisors appointed under the direction of the TEC provided information and recommendations to
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the Minister, Te Pūkenga Council, and to Whitireia and WelTec on what is necessary to achieve a
sustainable operating model. The financial advisors were reviewing the finances of the ITP divisions
and exploring opportunities for sustainable viability, with the goal of establishing regionally
autonomous ITPs where possible. While the changes we have made over the past five years have
been crucial, there is more work to do.
So here in 2025, while the requirement for change is not unique to us, the future we create is unique
to us as Whitireia and WelTec and our whakapapa – it is an opportunity to take the lead in our own
destination and future.

Our programme and the decisions presented today
This document outlines decisions for the first of three significant change proposals that will be
undertaken this year. Phase One focuses on the non-delivery part of the Teaching and Learning
INFORMATION
Directorate. It focuses on the consolidation of management positions, the re-alignment of teams,
and reduction of positions across supporting teams in recognition of our changing business needs.
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The decisions presented will position us for improved financial performance.
Alongside the three change proposals there will be a property plan that consolidates our physical
footprint and improves our site utilisation.

Where and how we work
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Whitireia and WelTec operate a distributed model of delivery across three main sites. As a result, we
have teams spread and often not connecting as efficiently and effectively as possible. To achieve
savings in our operational costs, we need to generate efficiency through the rationalisation and
consolidation of our workspaces. There are also some structures and ways of working that are no
longer affordable and/or appropriate in the current financial climate.
We have indicated a need to downsize our physical footprint at our Whitireia Porirua and Petone
campuses and an intention to consult with kaimahi regarding delivery of teaching and learning at Te
Kāhui Auaha from 2026 onwards. We need to be better at utilising spaces to ensure teams have a
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primary base of operating with hot-desking (flexible) workspace available. Our programme this year
will address where our places of work are and where our ‘base’ will be.

The situation for Whitireia and WelTec
Declining domestic and international EFTS
•  In 2018 Whitireia and WelTec had 6,547 domestic EFTS and 1,219 international EFTS.
•  In 2024 the number of domestic EFTS was 3,571 with 301.5 international EFTS.
•  Significant Crown capital injection
•  In 2018 and 2019 Whitireia was in receipt of significant Crown capital injections.
•  The disestablishment of the Council of Whitireia and WelTec and the appointment of the
Commissioner in 2018, along with the capital injections, required a major change
programme for both institutions.
•  Operating deficits
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•  The COVID-19 pandemic that struck the world along with Aotearoa in 2020 meant operating
deficits.
•  In 2024, the operating deficit for Whitireia and WelTec was budgeted at s 9(2)(b)(ii) .
•
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  While we worked hard in 2024 to reduce this deficit, we entered 2025 with another
budgeted operating deficit of around s 9(2)(b)(ii)
•  It is these deficits, and the debt linked to the capital injection to Whitireia in 2018 and 2019,
that have contributed to the situation we face today.
Property footprint
•  We operate across three sizeable campuses.
•  Te Kāhui Auaha in the city was to accommodate 1,000 ākonga, which is a figure that was
never realised.
•  The campuses at Whitireia Porirua and Petone are also too big for the size and scale of
Whitireia and WelTec today.

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The challenge ahead
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Achieving financial sustainability will not be easy, but it is a challenge we embrace as it also provides
opportunity. Our opportunity is now, it will require considerable work, flexibility, and new ways of
working, new places of work and new teams formed.
What this means for us
•  All parts of the operation of Whitireia and WelTec need to be looked at.
•
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  We need to continue with the current property strategy to reduce our lease costs and
reduce our physical footprint. What this then enables is the release of capital to reinvest in
Whitireia and WelTec as well as pay off debt.
•  Alongside the consolidation of our physical footprint needs to be improved site utilisation.
This will include embedding delivery changes that expand our hours and days of operation.
•  We need to consider carefully all our programmes; are they sustainable, can we afford the
capital replacement of equipment, can we afford the space they occupy, and are they such
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that  we  can  achieve  volume  from  them to  increase  their  contribution margin  to  above  50
percent?
•  Alongside this is a close look at our personnel. What is our teaching and non-teaching ratio?
What is our FTE to EFTS ratio of teaching kaimahi? How do we bring kaimahi/teams together
to reduce the amount spent on management? And what are the services, functions, and
programmes that we will no longer deliver?
•  This is our mahi for 2025. It is mahi we drive, we shape, and we engage in.

Period of ongoing change
We acknowledge that Te Pūkenga has undergone a range of changes and formal consultation
processes in recent years due to the creation and then reversal of Creating our Futures. We also
appreciate that a time of uncertainty continues while we wait for clarity on what the
disestablishment of Te Pūkenga will mean for each business division.
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Obligations to the Charter and Te Tiriti
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Te Pūkenga is committed to ensuring its governance, management and operations give effect to Te
Tiriti o Waitangi. Te Pūkenga remains committed to its charter obligations as outlined in Schedule
13 of the Education and Training Act 2020. In relation to proposed organisational changes, this
includes 3(b) to:

“operate  in  a  manner  that  ensures  its  regional  representatives  are  empowered  to  make
decisions     about delivery and operations that are informed by local relationships and to make
decisions that meet the needs of their communities.”

Through  its  national  and  local  relationships,  Te  Pūkenga  will  continue  to  engage  with  and  remain
informed by local iwi and industry on an ongoing basis.

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Te Pūkenga principles for change
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We are very conscious of the potential impact on each of you in terms of the uncertainty this creates
and concern for the future. The following principles will be applied during our change process:
•  Uncertainty for kaimahi is minimised by open and transparent communication processes.
•  We will work closely with our union partners and our kaimahi.
•  We will honour our commitments to individual and collective employment agreements.
•  Redeployment of impacted kaimahi is prioritised, redundancy is a last resort.
•  Kaimahi have access to a paid confidential assistance programme/s and services throughout
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the change process.
•  Alongside our values, our commitment to Te Tiriti o Waitangi and equity are fundamental to
our tuakiri (identity) as Te Pūkenga.
•  No  decisions  will  be  made  until  we  have  taken  the  time  to  review  all  feedback,  and  that
feedback will be given serious and thoughtful consideration.

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Summary of confirmed changes

Impact
Numbers
Number of positions confirmed disestablished
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Number of positions confirmed minor change
27
Number of confirmed new roles
12

Further details of individual role impacts can be found in the impacts table and the organisation
charts.

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Benefits of these decisions

The benefits of the decisions confirmed in this document are:
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•  The  joining  together  of  the  functional  areas  of  Registry,  Information  and  Reporting,  and
Academic quality will provide greater connectivity, communication, and connection.
•  Delivering on and deepening our current relationships/JIs/MoUs/contracts instead of growing
more. This will enable stability and certainty for the next three to five years while ensuring we
can deliver on current contracts.
•  Reduction of our overall marketing spend.
•  Reduction and focus of our international travel spend. Greater focus on delivery and less focus
on new market/relationship development.
•  Continues a commitment to kaimahi in their growth as academics.
•  Contributes to reducing our physical footprint by locating teams in a single location where
appropriate and utilising hot desks.
•  Improved collaboration within teams when working from single base of work.
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•  Reducing the level of senior management contributes to financial sustainability overall.
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Thank you for your continued professionalism as we work through this process. As we are part of Te
Pūkenga I am also confirming with you that the executive leadership of Te Pūkenga are aware of
these decisions.

Ngā mihi nui ki a koutou,
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Mark Oldershaw
Executive Director
Te Pūkenga | Whitireia and WelTec

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Feedback

Feedback received during consultation showed the care you have for each other and the value you
have in each other’s work. It was about people, and what you do as part of the whānau of Whitireia
and WelTec. As people experiencing significant change, it is heartening to hear the validation and
recognition you have of each other. Some very meaningful reflections about our people were shared
in the feedback, and we acknowledge this.
Linked to this was the recognition that while changes are needed for Whitireia and WelTec to be
viable, and able to be considered as a standalone entity post-Te Pūkenga, there was a request to
keep the people we have doing what they do.
One of the most difficult parts of structural change is that it focuses on functions and roles. It is not
about the quality of individuals, their performance, their history with Whitireia and WelTec, their
skills or their value as team members. While it is people who sit in roles and do functions, it is purely
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the functions and roles that are considered as part of an organisational structure.
There was also concern expressed about the state of the wider public service and the Wellington
economy. While we acknowledge there are challenges in many entities/organisations our focus is on
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Whitireia and WelTec and what we can do to address our deficit and be a sustainable entity.
To do this, we must review every role and cost centre and make very difficult decisions. It is also
about what is affordable for Whitireia and WelTec for the next 3-5 years, so we can work through
the challenges and grow into a strong standalone entity.
We received individual submissions from 41 kaimahi and six group/team submissions, including one
from TIASA.
Below is a summary of the feedback.  Please note this is not feedback verbatim.  We have summarised
the key themes and tried to capture all the feedback we received.

Function/area
Feedback
Response to feedback
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Registry
There was support for bringing these
Feedback noted.
areas together for efficiencies gained.
Information Reporting and
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Planning
Academic Quality Assurance
AQA function to remain in Academic
There was further reflection on this point;
(AQA)
Success.
particularly as this group had been moved at
the end of 2024 as part of a review in Registry.
When consideration was being made about
reducing management roles and bringing teams
together that align in terms of their relationship
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to the statutory regulations/regulators in
vocational education, it did mean bringing AQA
together with Information and Planning and
Registry all of whom engage with our
funders/regulators/monitors. Being together
and engaging through a single senior manager
is the most effective approach for Whitireia and
WelTec engaging with central government
agencies.
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Registry
Need for a more even spread of
Concern that the spread of functional areas is
function/people in Registry, Information
uneven across Registry, Information and
Information Reporting and
and Reporting when compared to
Reporting and Academic Success was heard, as
Planning
Academic Success.
well as the numbers of direct reports.
Academic Success
Operations Officer role not required in
These groups do very different things, one
the Registry, Information and Reporting
predominantly manages our reporting,
group.
information, investment plan/mix of provision,
funding, external accreditation and quality
assurance processes, and Registry functions.
The other group has a greater focus on
development, the academic success of kaimahi,
teaching pedagogy and preparedness for
modern delivery, and ākonga academic success.
These will be new groups, each with a single
manager, who will develop their programme of
work for the remainder of 2025 and into 2026.
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The scale of the Registry, Information and
Reporting group is such that an Operations
Officer is considered necessary to ensure
workflow is managed smoothly, and there are
good lines of communication.
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Also, the Registry, Information and Reporting
group will be considered in terms of structure
and size in Phase Three.
Domestic and International
Support for the proposal as it reduces
Feedback noted.
Marketing
duplication and is more efficient.
Having a single Marketing group operating
Audience differs but functions are
closely (with a kawenata) with the new
similar.
International group within the School of
Innovation Design and Technology providing
Potential for better alignment.
country and cohort specific input.
Agreement for need to work closely with
international team.
Country-specific expertise would be
required in new marketing team –
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responsibilities need clearer definition.
Pathways
Current services and cohesive,
The feedback on this functional area was given
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coordinated, accessible output would be
significant reflection. There were two key
affected.
themes, 1) to keep the function as it is, 2) to
incorporate the function within the Schools.
Direct access to knowledge specialists in
schools could be useful (although not
Accept and agree that the function will change
happening now) but would only talk of
as a result of the disestablishment of this team.
their area and not all possibilities as
Feedback highlighted the benefit of having one
Pathways team do (one point of contact
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point of contact for both high schools and
for schools – easier for them).
internal coordination of visits/taster
There was also support for incorporating  programmes, and across teaching and learning.
this function into the Schools, the
As such, the Head of Academic Success will
function could be supported in existing
fulfil this role. It aligns strongly with the ākonga
roles.
academic thought leadership function of the

role and ensuring high-quality kaiako
development that meets the needs of modern
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teaching and learning delivery and the needs
and expectations of cohort groups.
We recognise that the type of relationship into
and with high schools will change but are
hopeful that this brings more kaiako into the
high school space and is beneficial for both
sides.
International
Concern at removing business
While we appreciate concerns about changes
development totally and suggestion to
to the business development function, this is
scale back instead. View greater
very much a timing and affordability decision.
business development will be needed in
We need a reset for the international function
the longer term.
to bring closer alignment between international
Concern at having international
strategy and teaching and learning delivery.
marketing in one School only.
This ensures better communication, planning,
expectation setting and end-to-end delivery.
Support for TNE in School of Innovation
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Design and Technology.
It enables the team being closer to each other
and the organisation as a whole. As such the
Onshore agents are largely based in
team, just as the School of Innovation, Design
Auckland so beneficial to have presence
and Technology, will be based at Petone.
there.
Relationships within the organisation are
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Which role is responsible for
critical, as well as ensuring a really informed
international strategy and budget?
understanding of programmes, delivery and
Feedback on the titles and scale of the
end-to-end processes.
new roles.
While we acknowledge that most of the
international agents operate from Auckland,
travel to Auckland as appropriate will happen,
but one thing COVID-19 has taught us is there
are multiple ways of engaging remotely.
The Whitireia and WelTec international
strategy will be the responsibility of both the
Head of School Innovation, Design and
Technology and the International Executive;
this is where the budget would also sit. The
Head of School reports to the Director of
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Teaching and Learning who will own the
strategy at the executive leadership table.
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Clarifying that international marketing will not
be in a School rather in the marketing team
which supports the entire organisation.
The feedback on the titles of the roles have
been reflected on and there are changes to
these titles. Much of this relates to the skills,
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experience and seniority of the work this team
is expected to do, as well as providing some
clarification:
1.  For the purposes of international
engagement, the Head of School
Innovation, Design and Technology will
also be called “Dean Innovation,
Design and Technology”.
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2.  The Onshore International Leader will
be called “Senior Onshore and
International Recruitment Leader”.
3.  The International Advisor will need to
operate at a senior level, therefore will
be “Senior International Advisor”.
Principal Advisor and Special  These roles add value to Whitireia and
Both roles undertake many activities for
Projects Lead, and Industry
WelTec now. In the future we will need
Whitireia and WelTec and broadly fit into the
Engagement
a focus on business development.
functional area Onshore International Leader of
business development.  While there was
reflection on the feedback relating to the role
business development plays, we have to have a
sustainable entity first to grow from;
eCreate function
Reduction of roles while expectation for
The proposal document does not say, nor is
more online courses not aligned.
there a strategic intent, for more “online
courses.” Whitireia and WelTec certainly needs
Retention of eCreate function could help
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to be more digitally enabled, and we need to
property challenges.
be more flexible in when and how we deliver to
Many tutors don’t have necessary
meet the needs of ākonga, however we are not
capabilities in digital design which would  the Open Polytechnic.
affect ability to develop resources.
Difficult decisions need to be made about what
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Tutors will have to pick up this
is affordable at this time.
additional work.
We recognise that this decision requires the
Support to reduce some capacity.
wider organisation understand the need for
clear work planning and prioritisation of the
more limited resource.
Growing more capability and competency of
wider kaimahi is certainly required as part of
their professional development as modern
educators.
Moodle admin function
Suggested move of function to ICT (and
There was further reflection on this functional
review with that area) or School
area based on feedback. It is clear that there
administration and develop automation.
needs to be a reset of this function, this may
include automation, changes to the learning
Has resourcing required for Moodle
INFORMATION
management system, but certainly the way in
platform changes been accounted for?
which the Moodle system functions currently.
RELEASED UNDER THE
Changes could impact delivery of 2025
There was feedback about the impact not
ICT Digital Strategy.
having this function would have on the 2025
Need specialised Moodle expertise
Digital Strategy. For clarity, Roopu Whakahaere
retained (architecture, system
only reviewed and approved the 2025-2027
integration etc.) to avoid platform
Digital Plan on 7 April. The Head of Digital
stability and security issues.
Services and the Director of Teaching and
Learning are both confident that the work plan

OFFICIAL
associated with this three-year plan is
achievable in 2025 and 2026.
The Head of Digital Services will provide advice
on next steps with a particular focus on
software as a service and the learning
management system more generally.
We are confident that while this functional area
will not exist as it does now with these two
Moodle Administration roles, that Whitireia
10

and WelTec will move to a new stable way of
operating.
Flexible Learning Advisory
Ensure kaiako induction, teaching
The role descriptors in the proposal document
qualification and teacher development
were to provide an intent for the proposed
functions retained. Could be captured
roles. In the formal role description for this role
within a more generic role.
more generic language is used; the key is
ensuring that as a group the skill sets and
Support for retention of the specific
expertise are available for Whitireia and
functions in these roles
WelTec.
(literacy/numeracy, teacher induction &
quals etc.)
Based on feedback, there was also reflection on
the title of the role and seniority. There will be
the removal of the word “development” and
making all the roles senior roles. As such there
will be 2.5FTE of new “Senior Academic
Advisors”, bringing the total to 3.5FTE available
for Whitireia and WelTec.
1982
Location
Support for one primary location with
We are pleased that the approach of one
hot-desk availability
primary location for a team with hot-desk
availability was well received. This will begin to
be implemented through 2025.
ACT
Other
Feedback themes included:

•  Ideas that are out of scope of
Phase One
•  Language used in the proposal
document and modes for
submitting feedback
•  Support to retain specific
people based on positive
working experiences with them
•  Details of tasks/activities, time
commitment, and value of
existing roles from current
incumbents
•  Recruitment process and ideally
INFORMATION
appointing ‘Head’ roles prior to
‘team’ positions.
•
RELEASED UNDER THE

Feedback that was specific to
an individual or their
circumstance – responses to
individuals in roles confirmed
as disestablished can be
provided in outcome meetings.

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11

Decisions

This section confirms decisions following the review of feedback and incorporates changes made
from the proposal, identified in the response column of the feedback table above.
•  The creation of a single Registry, Information and Reporting group that includes Academic
Quality.
•  Having a single Marketing group for Whitireia and WelTec.
•  The creation of a new International team within the School of Innovation and Design.
•  The creation of an Academic Success group, with a reduction in roles.
•  The disestablishment of the current International team.
•  The disestablishment of the Pathways Team.
•  The disestablishment of roles relating primarily to business development.
1982

Decision to create a Registry, Information and Reporting group
ACT

Confirmed structure – Registry, Information and Reporting group
INFORMATION
RELEASED UNDER THE
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To summarise, this decision confirms:
•  Bringing together Registry, Information Reporting and Planning, and Academic Quality into
one group.
12

•  Adding the Academic Quality functional area kaimahi currently within Teaching, Innovation
and Research into this new group.
•  Adding the Operations Officer role currently in the Teaching Innovation and Research group
into this new group.
•  Integrating three important and inter-related functional areas.

Therefore, it is confirmed to:
•  Disestablish the current role of Registrar.
•  Disestablish the current role of Manager Information, Reporting and Planning.
•  Disestablish the current role of Principal Lead Teaching Innovation and Research.
•  Create a new role called ‘Registrar and Head of Information and Reporting’ reporting to the
Director Teaching and Learning.
•  Move the current Operations Officer role currently in the Teaching Innovation and Research
1982
group to this new group. This role would report to the ‘Registrar and Head of Information
and Reporting’.
THE
•  Change the reporting lines of the direct reports of the disestablished positions to the new
‘Registrar and Head of Information and Reporting’.
ACT

Confirmed location of work for each team:
•  Registry kaimahi work across both the Whitireia Porirua and Petone campuses. Each
member of this functional area will have a primary location of work at either Whitireia
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Porirua or Petone but are available to adjust this as needs require to the other site.
•  Information Reporting and Planning primary site remains as it is at Whitireia Porirua, but
each member in this area is to be available to adjust this to Petone, as business needs
require.
•  Academic Quality is to be primarily based at the Petone campus as is currently the case,
noting that each member of this area is available to adjust as required to Whitireia Porirua.
•  Operations Officer role will have a primary location of work at either Whitireia Porirua or
Petone but is available to adjust this as needs require to the other site.
INFORMATION

The teams within this new group will be considered in a later phase of the Whitireia and WelTec
RELEASED
change programme when it looks at wider support services of Whitireia and WelTec.

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13

Decision to bring together domestic and international marketing | Change of
operational focus

Confirmed structure – Marketing team
1982
THE
ACT

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Confirmed structure – International team
INFORMATION
RELEASED
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14

Confirmed organisational structure
1982
THE
ACT

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To summarise, this decision:
•  Combines domestic and international marketing functions.
•  Creates a new international team within the School of Innovation, Design and Technology.
•  Moves away from direct new business development toward growing further the current
relationships we have.
•  Confirms changes to titles that was proposed in the international team:
o  Senior Onshore and International Recruitment Leader
INFORMATION
o  Senior International Advisor; and
o  For the purposes of international engagement, the Head of School Innovation,
RELEASED
Design and Technology will be referred to as Dean Innovation Design and
Technology.

Therefore, it is confirmed to:
•  Disestablish the current Manager Marketing role.
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•  Disestablish the Team Leader Pathways role and the three roles that report to this.
•  Disestablish the Head International Innovation and Industry Engagement role and the roles
that report to this.
•  Disestablish the Principal Advisor and Special Projects Lead, both roles currently reporting to
the Director of Teaching and Learning.
•  Create a Head of Marketing role with responsibility for domestic and international
marketing.
15

•  Create an International Executive Manager role reporting to the Head of School Innovation,
Design and Technology.
•  Create three new roles reporting to the new International Executive Manager.

Confirmed location of work:
•  The Marketing team will have its primary site at Petone, however, each member of this team
will be available to adjust to Whitireia and WelTec campuses, as needs require.
•  The new International Executive Manager and team will be primarily based at Petone which
is where the School of Innovation, Design and Technology is located. Each member of this
area will be available to adjust this to Whitireia and WelTec campuses as needed.

The roles currently reporting to the Manager Marketing will be considered in a later phase of the
Whitireia and WelTec change programme when it looks at wider support services.
1982

THE

ACT
Decision  to  create  an  Academic  Success  group  reporting  to  the  Director
Teaching and Learning

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Confirmed structure - Academic Success Group
INFORMATION
RELEASED
OFFICIAL

16

To summarise, this decision:
•  Retains a focus on kaimahi academic development by creating Senior Academic Advisor roles
to provide the skills, enabling and training for moderation and quality, literacy and numeracy
embedding, pedagogy and classroom practice, teacher capability and qualifications.
•  Resizes the functional areas of eCreate, digital design and resource development to enable
ongoing resource.
•  Provides leadership in ākonga academic success. The Head of Academic Success will take on
the liaison role between the high schools and Whitireia and WelTec for visits/tasters and
connect with events as appropriate and in conjunction with the Marketing team.
•  Confirms changes to titles than was proposed: the word “development” was removed, and
the 0.5 FTE was made senior.
o  Senior Academic Advisor 2.5 FTE, plus the 1 FTE already in this functional role.

1982
Therefore, it is confirmed to:
•  Create a new role Head of Academic Success reporting to the Director Teaching and
THE
Learning.
•  Disestablish the Team Leader, Teaching Innovation and Research role. ACT
•  Disestablish the Senior/Flexible Learning Advisor roles.
•  Disestablish the eLearning/Instructional Designer roles.
•  Disestablish the Tutor role that currently reports to Team Leader, Innovation and Research
(that primarily focuses on eLearning/instructional design work).
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•  Create an additional 2.5 FTE of Senior Academic Advisor roles.
•  Create 2 FTE eCreate Senior Advisor roles.

Confirmed location of work:

•  The primary location for this new group will be at Petone.
•  Kaimahi in this area will also be available to work at Whitireia and WelTec campuses as
INFORMATION
required.
RELEASED

OFFICIAL
17

1982
THE
ACT
UNDER
INFORMATION
RELEASED
OFFICIAL

Secondary
Disestablished
Position not included
Functions added to the responsibilities
Tertiary Liaison
in confirmed
of the Heads of Schools and their
Officer
structure.
Operation Managers and
administrative teams. This may result
in a re-prioritisation of work.
Head
Disestablished
Position not included
Elements of this role no longer within
International
in confirmed
Whitireia and WelTec (business
Innovation and
structure.
development). Others have been
Industry
consolidated into the new Head of
Engagement
Marketing role, or the new
International Executive Manager role.
Manager
Disestablished
Position not included
Elements except for business
International
in confirmed
development, are part of new roles
Marketing
structure.
reporting to Head of School
1982
Innovation Design and Technology,
and the Marketing team.
THE
International
Disestablished
Position not included
Elements except for business
ACT
Marketing
in confirmed
development, are part of new roles
Advisor
structure.
reporting to Head of School
Innovation Design and Technology,
and the Marketing team.
Digital
Disestablished
Position not included
Elements except for business
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Marketing
in confirmed
development, are part of new roles
Specialist
structure.
reporting to Head of School

Innovation Design and Technology,
and the Marketing team.
Regional
Disestablished
Position not included
Elements except for business
Manager
in confirmed
development, are part of new roles
(China/East
structure.
reporting to Head of School
INFORMATION
Asia)
Innovation Design and Technology,
and the Marketing team.
RELEASED
Principal
Disestablished
Position not included
Functional role no longer within
Advisor
in confirmed
Whitireia and WelTec.
structure.
Special Projects
Disestablished
Position not included
Functional role no longer within
in confirmed
Whitireia and WelTec.
structure.
Team Leader
Disestablished
Position not included
The operations officer proposed to
OFFICIAL
Teaching
in confirmed
report to Registrar and Head of
Innovation and
structure.
Information and Planning. Functional
Research
elements of this role are part of the
new Head of Academic Success role.
eLearning/
Disestablished
Position not included
Function part of new Senior eCreate
Instructional
in confirmed
Advisor roles. Reduction of the
Designer
structure.
eCreate functions.
19

Flexible
Disestablished
Position not included
Function part of new Senior Academic
Learning
in confirmed
Advisor roles. Reduction of the
Advisor
structure.
eCreate functions.
Senior Flexible
Disestablished
Position not included
Function part of new Senior Academic
Learning
in confirmed
Advisor roles and Senior eCreate
Advisor
structure.
Advisor roles. Reduction of the

eCreate functions.
Tutor
Disestablished
Position not included
Elements part of new Senior eCreate
in confirmed
Advisor roles. Reduction of the
structure.
eCreate functions.

Marketing team  Minor
Change in reporting
Widening scope to include some
(except
line to Head of
elements of current international
Pathways)
Marketing role.
marketing, such as marketing offshore
1982

to agents and Institutions.
Manager
Minor
Change in reporting

THE
Timetabling and
line to Registrar and
Academic Data
Head of Information
ACT
and Reporting.

Manager
Minor
Change in reporting

Enrolments
line to Registrar and
Head of Information
UNDER
and Reporting.

Manager
Minor
Change in reporting

Advising
line to Registrar and
Head of Information
and Reporting.

Lead Advisor
Minor
Change in reporting

INFORMATION
line to Registrar and
Head of Information
RELEASED
and Reporting.

Operations
Minor
Change in reporting
Change in scope of role to include
Officer
line to Registrar and
some elements of current Registrar
Head of Information
(e.g. Complaints Register) and
and Reporting.
Manager Information Reporting and

Planning (e.g. external reporting).
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Information,
Minor
Change in reporting

Reporting and
line to Registrar and
Planning team
Head of Information
and Reporting.

20

Confirmed new roles
Below is a list of the new roles, job descriptions can be found in the appendices and the recruitment
process is below.

New Role
Description of new role
Registrar and
Reporting to Director Teaching and Learning, the purpose of the role is to provide senior
Head of
leadership and management over the functions of Registry (Enrolments, Timetabling and Data
Information
management), Information and Reporting, and Academic Quality.
and Planning
Key accountabilities
•  Effective and efficient systems and processing of all enrolment functions at Whitireia
and WelTec.
•  Effective and efficient timetabling and space/room booking across the campuses of
1982
Whitireia and WelTec.
•  Assurance of the academic quality requirements of NZQA and the awarding of
THE
qualifications on the New Zealand Framework.
•  Assurance of the reporting to all areas of the Crown as required on behalf of Whitireia
ACT
and WelTec.
•  Legislative compliance with respect to Records Keeping, Information Management and
Archive.
Key external relationships
UNDER
•
NZQA
•
TEC
•
Ministry of Education

Head of
Reporting to Director Teaching and Learning the purpose of the role is to provide senior
Marketing
leadership and management domestic and international marketing. This includes developing
the marketing strategy, being efficient and effective with marketing spend, and adapting as
marketing modes evolve.
INFORMATION
Key accountabilities
RELEASED
•
Effective and efficient systems for the delivery of domestic and international marketing.
•
Effective and efficient uses of systems and processes both within and without Whitireia
and WelTec to connect marketing collateral to a fully enrolled learner.
•
Operate in a kawenata with the Head of School Innovation Design and Technology and
the International Executive Manager to ensure seamlessness of service in international
content being in and appropriate for market.
Key relationships
OFFICIAL
•
Head of Innovation Design and Technology and the International Executive Manager
•
Heads of Schools
•
Dean Te Wānanga Māori
•
Kaiwhakahaere Ngā Ara Me te Tautoko
•
Registrar and Head of Information and Reporting
•
External agencies and entities as appropriate
Head of
Reporting to Director Teaching and Learning the purpose of the role is to provide senior
Academic
leadership and management over the functions of kaimahi academic development, research,
Success
and instructional design. This role will also provide senior leadership in the enablement ākonga
21

academic success. It will have the key liaison role between the Whitireia and WelTec Schools
and High Schools/Kura for visits and tasters.
Key accountabilities
•  Effective and efficient systems and delivery of kaimahi academic development.
•  Effective and efficient systems and processes relating to research, including being
responsible for research funding at Whitireia and WelTec.
•  Leadership in the area of the enablement of ākonga academic success; particularly
with respect to access.
•  Working closely with the Dean Te Wānanga Māori and Kaiwhakahaere Ngā Ara Me te
Tautoko to develop greater opportunities for Te Ao Māori, Mātauranga Māori, and Te
Reo integration into kaimahi academic development.
Key relationships
•  Heads of Schools
•  Dean Te Wānanga Māori
1982
•  Kaiwhakahaere Ngā Ara Me te Tautoko
•  Registrar and Head of Information and Reporting  THE
•  High Schools/Kura
International
Reporting to Head of School Innovation, Design and Technology, the purpose of the role is to
ACT
Executive
provide leadership and management of international education at Whitireia and WelTec.
Manager
Including the development of international strategy, oversight of transnational education,
onshore international recruitment, and deepening the relationships with current MoU and
contract holders and institutions offshore so as to leverage further success.
UNDER
Key accountabilities
•
High quality planning and strategy development for international education.
•
Successful delivery of transnational contracts end-to-end
•
Assurance that operation of international education and the quality of the
international relationships meet the requirements of New Zealand law and NZQA, as
well as Te Pūkenga policies.
•
Assurance of risk analysis and mitigation of offshore and onshore international
education at Whitireia and WelTec.
INFORMATION
•
Operate in a kawenata with the Marketing Manager to ensure seamlessness of service
in international content being in and appropriate for market.
RELEASED
Key external relationships
•
Immigration NZ
•
On and offshore agents
•
Education NZ
•
Other tertiary education providers in Aotearoa who have international education.
Senior
Reporting to International Executive Manager, the purpose of the role is to ensure transnational
OFFICIAL
Transnational  education at Whitireia and WelTec operates effectively and efficiently.  This includes owning the
Leader
logistical requirements for transnational delivery, operating collaboratively with Programme
Managers/Operations Managers and our international partners.
Key accountabilities
•
Effective and efficient logistical systems and processes for enabling transnational
educational delivery at Whitireia and WelTec.
•
Effective and efficient systems and processing of transnational payments and receipting
for Whitireia and WelTec.
22

•
Maintenance of existing relationships and deepening of their reach and volume.
•
Assurance of risk analysis and mitigation of transnational education at Whitireia and
WelTec.
•
Strong support to Whitireia and WelTec kaimahi who deliver transnational education;
including induction of these kaimahi to the conditions they will experience offshore.
Some overseas travel is expected for this role.
Key External Relationships
•  Transnational partners
•  Immigration NZ
Senior
Reporting to International Executive Manager the purpose of the role is to ensure onshore
Onshore and
international education at Whitireia and WelTec operates effectively and efficiently. With
International
seamlessness between international akonga who may begin their learning with Whitireia and
Recruitment
WelTec offshore and then come onshore through pathway programmes or relationships. Or
Leader
who may enroll directly with Whitireia and WelTec coming to Aotearoa to study.
Key accountabilities
1982
•
Strong agent relationships.
THE
•
In partnership with the Registrar and Head of Information and Reporting have effective
and efficient systems and processing of managing onshore international ākonga
enquires, enrolments and wider support and information for Whitireia and WelTec.
ACT
•
Assurance of risk analysis and mitigation of onshore international ākonga at Whitireia
and WelTec.
•
Strong support to Whitireia and WelTec Schools who have onshore ākonga to support
academic retention and success.
Key external relationships
UNDER
•
On and offshore agents
•
Immigration NZ
Senior
Reporting to International Executive Manager, the purpose of the role is to provide strong
International
support to on and offshore international delivery at Whitireia and WelTec. Work with agents,
Advisor
processing commission payments and providing strong marketing input to the Marketing team
for international audiences.
Key accountabilities    INFORMATION
•
Effective and efficient systems and processing of commission payments at Whitireia
and WelTec.
RELEASED
•
Close working relationship with Marketing on the international marketing collateral,
and requirements for international audiences.
•
Have responsibility for the visits from international delegations to ensure they meet
our values and principles with respect to tikanga and manaakitanga, are quality
engagement opportunities, and a success for all.
•
Supporting the work of transnational education and onshore international ākonga
recruitment, retention, and success.
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Key External Relationships
•
On and offshore agents
•
Immigration NZ
Senior
Reporting to Head of Academic Success, the purpose of the role is to lead initiatives and advise
Academic
on maximising capability and capacity of kaiako in agile and responsive teaching and learning
Advisor
practices.
23

Responsibilities
Senior Academic Advisors may lead and advise within a specialised area or across portfolios.
These include:
•  Enhancing responsible and inclusive classroom teaching and learning practices.
•  Building flexible pedagogies and blended learning into vocational teaching and learning
(including the use of LMS tools and Electronic Portfolios).
•  Enabling purposeful and meaningful assessment, moderation and evaluative practices.
•  Initial kaiako capability development including support for obtaining adult teaching
qualifications.
•  Embedding literacy and numeracy skills into teaching and learning, including the
purposeful and meaningful use of LNAATs testing.
eCreate
Reporting to Head of Academic Success, the purpose of the role is to lead and advise teaching
Senior
and learning teams across the Whitireia and WelTec Portfolio of programmes and products in
Advisor
developing high quality responsive eLearning content.
1982
Responsibilities
THE
eCreate Senior advisors work closely with teaching and learning kaiako and digital services
teams to:
ACT
•  Lead and advise teaching and learning teams to apply an instructional design process
to programme content creation and publication in the LMS space.
•  Lead and use current high quality instructional design packages to build learning
content to create content that is ākonga facing, inclusive and responsive.
UNDER
•  Train and support kaiako in building their own learning packages.
•  Work with Digital services on an accessible and usable LMS platform/s.
•  When required, build inhouse short courses, and marketable content for targeted
audiences and purposes.


  INFORMATION
RELEASED
OFFICIAL
24

1982
THE
ACT
UNDER
INFORMATION
RELEASED
OFFICIAL

•  Previous performance will be taken into consideration where this is available.
•  A shortlist for new roles reporting to the Director Teaching and Learning will be completed
within four days concluding the final advertising period closing. A shortlist for the International
Executive Manager role will be completed within nine days concluding the final advertising
period. Shortlisting for any new roles that report to these four manager roles will take place
once successful candidates have been appointed so that they can contribute to this process.
•  The interview will be formal and based off competency-based questions that relate to the job
description and the selection criteria.
•  The interview process is expected to take around two weeks.
•  Should the position not be filled internally, we will then advertise externally.
Selection criteria for new positions
Whitireia and WelTec Qualifications, Skills, and Capabilities (QSC) Assessment
1982
Assessment area
Description

THE
Qualifications and
•  Whether the employee has any relevant qualifications required for their role.
skills

ACT

•  Whether the employee has the relevant skills to support Whitireia and WelTec in
2025 and beyond.
Versatility and
•  The currency, relevance and professional or community related experience and
adaptability
the service and experience the employee provides that enhances the

organisation’s ability to support relevant disciplines.
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•  The extent to which the individual could competently carry out a range of duties
required by the organisation.
•  The  evident  willingness  of  the  individual  to  step  in  and  pick  up  duties  where
needed.
•  The  evident  willingness  and  ability  of  the  individual  to  adapt  to  meet
organisational needs.
Overall
•  How much the individual makes a positive overall contribution to their current
INFORMATION
contribution
team and Institution.

•  How much the individual acts as a positive role model for others and contributes
RELEASED
to  creating  a  positive  and  supportive  working  environment  and  organisational
culture.
Te Tiriti
•  Experience, understanding / supporting / advocating / leading the inclusion of Te
Tiriti o Waitangi practices in a workplace setting.
•  Experience in supporting / advocating / leading approaches that promote equity
and prioritise the needs of our priority group.
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Leadership*
•  Demonstration of leadership at a team, group, or organisational level.
•  Ability to demonstrate learning through the leadership.

Management*
•  Demonstration of management of a team of people/group.
•  Ability to demonstrate people management at a high level.

*Leadership and management role
26

Voluntary redundancy
In situations where a role is confirmed as disestablished, we are open to have a voluntary
redundancy conversation with the incumbent.  In this situation, voluntary redundancy is not
guaranteed.  A kaimahi will need to make an application.  Applications will be treated on a case by
case basis for individual redundancies.
We will ensure we meet our legal and employment agreement (including Collective Employment
Agreement) requirements as well as our business operational requirements.

Transition Approach
Once kaimahi have been confirmed within the new manager roles, we will ensure transition planning
takes place with kaimahi in the respective functional teams. This will include factors such as
1982
identifying how changes will be communicated, priorities of work and ensuring there are clear
responsibilities and planning of deliverables.
THE
It is expected that kaimahi will work with their managers to plan priorities and determine
milestones. The Director Teaching and Learning and Head of School Innovation Design and
ACT
Technology will provide direction to those in new roles that report to them, so that they can in turn
set expectations and goals for their teams.

UNDER
Where do I get support?
We acknowledge that change can be disruptive and unsettling for people. We encourage you to
speak to your manager, your support network, your union representative or your HR Advisor and to
support each other through this consultation process.
Please remember you can access our Employee Assistance Service provider, Vitae, by visiting their
website  http://www.vitae.co.nz or by phone 0508 664 981.
INFORMATION
As a reminder, we encourage you to seek independent advice regarding this proposal and you are
entitled to have a representative or support person present at any meeting.
RELEASED
We fully respect you sharing your situation with whānau or trusted colleagues. It is important to
please give consideration of others when you do this. Be mindful of the different impacts and
situations, and if your kōrero needs to highlight concerns, please be constructive to not
unnecessarily cause further anxiety.
If you have questions about this proposal, please discuss these with PCW.

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Appendices
New role position descriptions
Phase One Position Descriptions
Organisation Charts
Phase One – structure prior to consultation
Phase One – proposed structure
Phase One – confirmed structure

1982
Glossary
THE
Term
Definition
ACT
Affected kaimahi
Kaimahi are considered affected when a decision is made that their
position is to be disestablished. This does not automatically mean
someone’s employment ends through redundancy. Our priority is to place
affected kaimahi into the new positions in the structure through
UNDER
redeployment.
Application
An application process is where you can apply for a position (or a number
of positions) and outline your skills and experience.
Comparable
Positions are identified as comparable if the required skills, qualifications,
and experience are comparable to the current positions of significantly
affected kaimahi.  This may result in either direct appointment to a
position or selection process in many to few situations.
INFORMATION
Contestable
A competitive recruitment process (open to more than one applicant).
RELEASED
Disestablished position   If a position is disestablished, this means that it will not exist in the new
structure.  A position that is confirmed disestablished is because we no
longer need it, the responsibilities of the role are distributed differently
between new roles in the structure, or because the work of the position
has changed so significantly the position is no longer the same position.
Business Divisions
The former Institutes of Technology and Polytechnics (ITPs) and Industry
OFFICIAL
Training Organisations (ITOs) that are part of Te Pūkenga.  
ITO and WBL
The 9 Industry Training Organisations, often referred to as work-based
learning (WBL).  Are referred to as Business Divisions.
ITP
The 16 Institutes of Technology and Polytechnics.  Are referred to as
Business Divisions
Reconfirmed
Where there is no change to a position or a minor change (title change,
group change, reporting line change, minor changes to a job title or
position description), kaimahi will be reconfirmed into their position. This

is also sometimes called ‘mapped in’ or ‘lifted and shifted’ to the new
structure.
Recruitment process
The process used to appoint suitable candidates to a position. This usually
includes advertising, shortlisting, interview, reference check and offer.

Redeployment
Redeployment is a term used to describe the process of identifying
suitable alternative positions for the appointment of affected kaimahi.
Reporting line
The relationship between a worker and their direct supervisor.
RIV
Regional ITP Vocational Programme.
TEC wrote to Te Pūkenga in June 2024 regarding the viability of the ITP
business divisions within Te Pūkenga.  Te Pūkenga were required to seek
specialist assistance under section 332 of the Education and Training Act
2020.
1982
These consultants reviewed the financial information for the ITP Business
Divisions.
THE
Ring-fenced/Many too  A closed process for positions where incumbents of same or similar roles
ACT
few/Reduction in roles    are the affected kaimahi.
A selection process is involved in this case as opposed to a full recruitment
process.
Surplus staffing
A situation where, following a consultation process, Te Pūkenga has
UNDER
identified a need to reduce the number of kaimahi, or where kaimahi can
no longer be employed in their current position or grade
Te Pae Tawhiti: Te Tiriti  Te Tiriti o Waitangi Excellence Framework, developed by Te Pūkenga, is a
o Waitangi Excellence
self-reflective tool to monitor and assess how well the Network is tracking
Framework
towards Te Tiriti o Waitangi excellence and achievement of their objectives
of demonstrable Te Tiriti o Waitangi partnerships and inclusivity and
equity for Māori.
INFORMATION
Voluntary redundancy    The ability to ask for voluntary redundancy is provided for in some
RELEASED
employment agreements in certain circumstances.
It enables affected kaimahi to indicate a preference to take voluntary
redundancy in a surplus staffing situation and when they have been
confirmed as having their positions disestablished.


OFFICIAL

Appendix Two
Emails
1982
ACT
INFORMATION
RELEASED UNDER THE
OFFICIAL

Sent: Monday, January 27, 2025 12:20 PM
To: Mark Oldershaw s 9(2)(a)
@wandw.ac.nz
Cc: Leanne Ivil s 9(2)(a)
@wandw.ac.nz; s 9(2)(a)
@wandw.ac.nz;
s 9(2)(a)
@whitireia.ac.nz
Subject: Comms of 'decision'
Kia Ora Mark,
I continue to have concerns about this statement below.
Having already exited from two floors in Te Kāhui Auaha, we have now reached
the difficult decision to exit our use of the building by end of 2025. This decision
has been endorsed by the Chief Executive Te Pūkenga.
1982
My recommendation is to reform the statement to be:
Having already exited from two floors in Te Kāhui Auaha, we must now consider whether to exit our use
ACT
of the building completely. The exit from Te Kahui Auaha was a recommendation from the PWC report
which has been endorsed by the Chief Executive. We will further explore these recommendations.
There are benefits from raising this as an information statement not a decision
The closure of a campus and the associated implications where there are no viable alternative locations to
deliver the programme is material.
My understanding of the Friday discussion was that we were no longer going to communicate a ‘decision’.
Proceeding with the comms of this ‘decision’ raises risk to the change programme and the current statement
does not reduce the risks.
INFORMATION
RELEASED UNDER THE
From: s 9(2)(a)
@whitireia.ac.nz>
Sent: Monday, January 27, 2025 12:01 PM
To: s 9(2)(a)
@wandw.ac.nz>; Mark Oldershaw
<s 9(2)(a)
@tepukenga.ac.nz>; Leanne Ivil < s 9(2)(a)
@wandw.ac.nz>; s 9(2)(a)
@tepukenga.ac.nz>
OFFICIAL
Subject: RE: Draft Slide Pack for Tuesday
Kia ora koutou,
As I’ve missed the majority of this work to date, here are some points that stuck out
to me from going over the slide pack:
1. Slide 5 – language like “financially liquid” and “fiscal”

I’m not confident that I understand what this means and would guess the
majority of the audience may not as well. Considering the Guiding Principles
on slide 9 says about being open and transparent, I’d recommend using plain
English language.
2.  Slide 6 – Is it imperative to include details such as “savings of approximately
$12M” right now, as this is what I’d imagine will be picked up by media and
perhaps used out of context or without supporting info?
3.  Slide 11 – Phase 1 in particular is not clear who it relates to. Suggest either
being clear which kaimahi are in each phase or not providing as much detail
right now.
4.  Slide 11 – Phase 2 says that the Programme Portfolio document will be shared
for consultation. My understanding is that there’s the Programme Portfolio
review where we support kaimahi engagement, but it’s not a formal
consultation process. The consultation part will be when we propose what the
1982
future may look like for Academic kaimahi once decisions around programme
portfolio are decided. This may be semantics but could be an important detail.
5.  Slide 12 – 4th bullet point says “shortly” which I think is unhelpful. Suggest
ACT
rewording sentence to say “We will initiate this process in a phased way as
indicated on the previous slide”.

All this may have been covered in my absence, but thought that sending this email
could highlight my take and you can decide whether anything needs addressing.

Ngā mihi
s 9(2)(a)

From: s 9(2)(a)
@wandw.ac.nz>
INFORMATION
Sent: Sunday, January 26, 2025 8:18 PM
To: Mark Oldershaw <s 9(2)(a)
@tepukenga.ac.nz>; Leanne Ivil
RELEASED UNDER THE
<s 9(2)(a)
@wandw.ac.nz>; s 9(2)(a)
@tepukenga.ac.nz>; s 9(2)(a)
@whitireia.ac.nz>
Subject: Re: Draft Slide Pack for Tuesday

Thank you. Will proof the slide pack tomorrow morning.

OFFICIAL
I have some FAQS that would appreciate your thinking on as part of our reactive
media messages (these are not worded properly but you'll get the idea):

How was the 12M determined?
What savings does TKA make to that target?
How long is the TKA lease, and do we have plans to offset the cost of the lease

by having other users sub lease?
Will we be exiting other campus building at Porirua or Petone sites?

Also, might be useful for us to know:

How many kaimahi have TKA as their formal place of work?
How many akonga have programmes taught out of TKA?
What are our domestic and international enrolment? Or, something like %
increase...

Aku mihi,

1982
s 9(2)(a)

ACT

From: Mark Oldershaw <s 9(2)(a)
@tepukenga.ac.nz>
Sent: Sunday, January 26, 2025 7:51:07 PM
To: Leanne Ivil <s 9(2)(a)
@wandw.ac.nz>; s 9(2)(a)
@wandw.ac.nz>;
s 9(2)(a)
@tepukenga.ac.nz>; s 9(2)(a)
@whitireia.ac.nz>
Subject: RE: Draft Slide Pack for Tuesday

Great thanks – I pinched the bits that you had been working with s 9(2)(a) re TKA slides so
hopefully aligns

INFORMATION

Nga mihi
RELEASED UNDER THE
Mark
Mark Oldershaw
Tumu Whenua ā-Rohe 3 | Executive Director, Region 3
OFFICIAL

M s 9(2)(a)
tepūkenga.ac.nz

From: Leanne Ivil <s 9(2)(a)
@wandw.ac.nz>
Sent: Sunday, 26 January 2025 7:26 pm

To: Mark Oldershaw <s 9(2)(a)
@tepukenga.ac.nz>; s 9(2)(a)
@wandw.ac.nz>; s 9(2)(a)
@tepukenga.ac.nz>; s 9(2)
(a)
@whitireia.ac.nz>
Subject: Re: Draft Slide Pack for Tuesday

Kia ora koutou

I'll have the ugly draft of phase one tomorrow morning, want to go thru org charts to sort
numbers.

s 9(2)(a)  and I worked thru TKA comms on Friday, my updates to s   comms are with s
so I
9(2)
9(2)
expect it'll be an easy sort on confirming that part of the slide pack.

Once I've finished the phase one draft first thing tomorrow I'll go thru the slide pack again.

Be good to get confirmation from Gus that the building owner has been told by TP tomorrow as
1982
well.

Mark: the drive for the ugly draft is so we can go thru it with s 9(2)(a)  as it relates to s   people
9(2)
ACT
to get s   buy in/comments.
9(2)

Po marie
L

Get Outlook for Android
From: Mark Oldershaw <s 9(2)(a)
@tepukenga.ac.nz>
Sent: Sunday, January 26, 2025 6:52:35 PM
To: s 9(2)(a)
@wandw.ac.nz>; Leanne Ivil <[email address]>;
s 9(2)(a)
@tepukenga.ac.nz>; s 9(2)(a)
@whitireia.ac.nz>
Subject: Draft Slide Pack for Tuesday

INFORMATION
Kia ora team – I have spent some time on this today and it is now in updated form in our
Sharepoint site. Can you all please have a read through and mark-up any changes by mid-
RELEASED UNDER THE
morning tomorrow. I would like to lock it in at that stage (say 11am) so that it is all ready to go
without last minute changes. Happy to discuss when we catch up tomorrow morning.

Please note that it includes 2 slides on TKA – I want to ensure that we are rock solid on our
approach and wording – s 9(2)(a)
my new slides are missing some macrons as I don’t
know how to include them – also spelling/general proofreading etc. I would appreciate if you can
OFFICIAL
have a quick look through

Other things to discuss tomorrow morning:-

Connect with s 9(2)(a)
can you please flick me s 9(2)(a)  cell number)
s 9(2)(a)
– confidential heads-up to s 9(2)
(a)
s 9(2)(a)  – reactive media – our discussions with s 9(2)(a)
Room set-ups
Who is where – including ICT help

Risk mitigation
Other

Nga mihi
Mark
Mark Oldershaw
Tumu Whenua ā-Rohe 3 | Executive Director, Region 3

M s 9(2)(a)
tepūkenga.ac.nz
1982

ACT
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necessarily the view of Te Pūkenga. We do not accept responsibility for any changes to this email or its attachments
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INFORMATION
RELEASED UNDER THE
OFFICIAL

From:
Mark Oldershaw
To:
s 9(2)(a)
Cc:
Subject:
Re: Temporary additional delegations in PCW
Date:
Sunday, 2 February 2025 11:11:03 pm
Attachments:
image001.png
image002.png
Kia ora s 9(2)  and apologies for the delay in getting back to you on this one. Yes I am fully
(a)
supportive of this approach given the mahi ahead.
Always happy to chat if there are any capacity issues
Thanks again for all of the great work that you and your team are doing
Nga mihi
1982
Mark
Executive Director Rohe 3
s 9(2)(a)
ACT
From: s 9(2)(a)
@whitireia.ac.nz>
Sent: Friday, January 31, 2025 5:27:31 PM
To: Mark Oldershaw <s 9(2)(a)
@tepukenga.ac.nz>
Cc: s 9(2)(a)
@tepukenga.ac.nz>
Subject: Temporary additional delegations in PCW
Kia ora Mark,
Due to the tight timeframes regarding the current RIV work at WandW, I’m
recommending that a Senior HR Advisor in my team (s 9(2)(a)
)  be given the same
delegations as s 9(2)(a)  regarding approval of PCW matters. We have current capacity in
our team to enable this and it allows a greater amount of my time to focus on the RIV
INFORMATION
project.
RELEASED UNDER THE
While we both would be able to sign off HR requests, financial delegations (approval of
budget spend within PCW area) would remain with me.
s 9(2)(a)
has stood in for me as Acting s 9(2)(a)
while I have s 9(2)(a)
, so she is aware of necessary processes. I would continue to work closely with
OFFICIAL
s
9(2)
I am initially requesting this from now until the delivery of the WandW Phase 1 Proposal
Document.
Do I have your approval for this?
Ngā mihi

s 9(2)(a)
s 9(2)(a)
DDI: s 9(2)(a)
Mob:
s 9(2)(a)
@whitireia.ac.nz
Te Kura Matatini o Whitireia
0800 944 847
Te Whare Wānanga o te Awakairangi
0800 935 832
whitireiaweltec.ac.nz
1982
tepūkenga.ac.nz
Visit us at: Porirua | Petone | Te Auaha | Hospitality | Construction

ACT

INFORMATION
RELEASED UNDER THE
OFFICIAL

From:
Mark Oldershaw
To:
s 9(2)(a) ; Mark Oldershaw (WandW); Leanne Ivil (Whitireia) (WandW)
Subject:
RE: Project Schedule
Date:
Sunday, 9 February 2025 1:20:00 pm
Attachments:
image001.png
Thanks s 9(2) – I think this all looks reasonable and “lessons learned” approach is a good idea. The
(a)
last few weeks has taught us a few things but I think we will get smarter as we progress through
each phase.

I am broadly comfortable with what you have suggested. We probably could have done with an
extra week in phase 1 but it is still manageable. Phase 3 as we have acknowledged will be larger
than we had initially scoped but again timelines look reasonable. The other component is
resourcing – again I am still confident we can bring in additional resourcing if needed

See you tomorrow

1982

Nga mihi
Mark
ACT
Mark Oldershaw
Tumu Whenua ā-Rohe 3 | Executive Director, Region 3

M s 9(2)(a)
tepūkenga.ac.nz

INFORMATION
From: s 9(2)(a)
@wandw.ac.nz>
Sent: Sunday, 9 February 2025 10:40 am
RELEASED UNDER THE
To: Mark Oldershaw (WandW) <s 9(2)(a)
@wandw.ac.nz>; Leanne Ivil (Whitireia)
(WandW) <s 9(2)(a)
@wandw.ac.nz>
Subject: Project Schedule

I have drafted a discussion document on the timeline - its a word table - found here
Timeline Discussion Doc.docx
OFFICIAL

Once I have your feedback I will update excel file.

Key points

It took us 4 weeks to design phase one and get the change document finalised,
maybe we could be quicker, but the lesson learnt is that design takes time

I suggest we allow a 3 week protocol for post consultation closing. Two weeks to
draft a decision document and the third week being s   sign out and our preparation
9(2
for release.

Phase 2, we need to confirm when we start defining the scale and scope of change
(in detail). I assume this can be from the release of the programme portfolio
engagement document on 23 April

Phase 3, ditto with phase 3. When will we start the design / scale of change work. I
suggest we cannot start until phase 2 change document is released (22/5), if we pick
that date there is, say, 7 weeks to confirm the detail of phase 3 change, and a
following 2 weeks to finalise the change document - all of which brings phase 3 to
releasing a change proposal 7 August.
1982

There are some key overlaps.  Phase one is completing outcome documentation and
release while we plan to start the phase two scope/scale of change agreement
ACT
process.  Phase 2 change proposal will be out for consultation while the post
decision phase one HR processes are running.

Also we have the overlap of designing the scale and scope of phase 3 change while
the phase two change proposal is released and consulted on, but phase two
concludes before we release the phase 3 change document.

Finally, we should take a closer look at the two main campuses property schedules.

s 9(2)
(a)
INFORMATION
RELEASED UNDER THE
OFFICIAL

1982
ACT
INFORMATION
RELEASED UNDER THE
OFFICIAL

Subject: Re: Proposal Doc Phase One - progress update

Thanks s 9(2)(a)

Really appreciate all the hard work you have done, and your commitment to delivering the
document. Hope you get to take the time to breath during the weekend.

s 9(2)
(a)
From: s 9(2)(a)
@whitireia.ac.nz>
Sent: 07 February 2025 19:19
To: Mark Oldershaw <s 9(2)(a)
@tepukenga.ac.nz>; s 9(2)(a)
@wandw.ac.nz>;
Leanne Ivil <s 9(2)(a)
@wandw.ac.nz>; s 9(2)(a)
@tepukenga.ac.nz>
Subject: Proposal Doc Phase One - progress update

1982
Kia ora koutou,

I’m nearly there and am comfortable that all the necessary content is in there, and that the data
is correct (apart from minor wording that I’ll get to).
ACT

I just need 1-2 more hours to tidy everything up and will create a new ‘clean’ version. I will do
this tomorrow with fresh eyes, so that the document is ready for Mark to review on Sunday
afternoon as he had planned. I’ll send another email to this group tomorrow with the link to the
doc for easy access.

Lots of learning for me through this process that will help me in later phases.

Ngā mihi
s 9(2)(a)

INFORMATION

RELEASED UNDER THE
s 9(2)(a)
DDI: s 9(2)(a)
Mob:
s 9(2)(a)
@whitireia.ac.nz
OFFICIAL
Te Kura Matatini o Whitireia
0800 944 847
Te Whare Wānanga o te Awakairangi
0800 935 832
whitireiaweltec.ac.nz
tepūkenga.ac.nz
Visit us at: Porirua | Petone | Te Auaha | Hospitality | Construction

1982
ACT
INFORMATION
RELEASED UNDER THE
OFFICIAL

From: s 9(2)(a)
@wandw.ac.nz>
Sent: Friday, February 7, 2025 8:10 PM
To: s 9(2)(a)
@whitireia.ac.nz>; Mark Oldershaw
<s 9(2)(a)
@tepukenga.ac.nz>; Leanne Ivil <s 9(2)(a)
@wandw.ac.nz>; s 9(2)(a)
@tepukenga.ac.nz>
Subject: Re: Proposal Doc Phase One - progress update

Thanks s 9(2)(a)

Really appreciate all the hard work you have done, and your commitment to delivering
the document. Hope you get to take the time to breath during the weekend.

s 9(2)
(a)
From: s 9(2)(a)
@whitireia.ac.nz>
1982
Sent: 07 February 2025 19:19
To: Mark Oldershaw <s 9(2)(a)
@tepukenga.ac.nz>; s 9(2)(a)
@wandw.ac.nz>;
Leanne Ivil <s 9(2)(a)
@wandw.ac.nz>; s 9(2)(a)
@tepukenga.ac.nz>
Subject: Proposal Doc Phase One - progress update
ACT

Kia ora koutou,

I’m nearly there and am comfortable that all the necessary content is in there, and that
the data is correct (apart from minor wording that I’ll get to).

I just need 1-2 more hours to tidy everything up and will create a new ‘clean’ version. I
will do this tomorrow with fresh eyes, so that the document is ready for Mark to review on
Sunday afternoon as he had planned. I’ll send another email to this group tomorrow with
the link to the doc for easy access.

INFORMATION
Lots of learning for me through this process that will help me in later phases.

RELEASED UNDER THE
Ngā mihi
s 9(2)(a)

s 9(2)(a) OFFICIAL
DDI: s 9(2)(a)
Mob:
s 9(2)(a)
@whitireia.ac.nz
Te Kura Matatini o Whitireia
0800 944 847
Te Whare Wānanga o te Awakairangi
0800 935 832

whitireiaweltec.ac.nz
tepūkenga.ac.nz
Visit us at: Porirua | Petone | Te Auaha | Hospitality | Construction

1982
ACT
INFORMATION
RELEASED UNDER THE
OFFICIAL

s 9(2)(a)
From:
Mark Oldershaw
Sent:
Sunday, 16 February 2025 7:16 pm
To:
s 9(2)(a)
; Leanne Ivil (Whitireia) (WandW); s 9(2)(a)
Subject:
Change Doc Phase 1
Kia ora all – as promised I have reviewed the doc as it currently stands (please note I used the word version that
s 9(2)(a)  sent to s 9(2)(a)  rather than the one on the sharepoint site as formatting was odd – I assume they are the
same doc). Either way I am comfortable and grateful to sign this off.

Well done team – please note that I haven’t made any changes as the doc really is final now

Thanks again to everyone involved in this – excellent mahi

1982
Nga mihi
Mark
Mark Oldershaw
ACT
Tumu Whenua ā‐Rohe 3 | Executive Director, Region 3

M s 9(2)(a)

tepūkenga.ac.nz

INFORMATION
RELEASED UNDER THE
OFFICIAL
1

From:
Mark Oldershaw
To:
s 9(2)(a)
Subject:
Phase 1 Kaimahi Document - IN CONFIDENCE
Date:
Sunday, 23 February 2025 6:37:00 pm
Attachments:
Consultation Document Phase One .pdf
image001.png
Kia ora s 9(2)(a)  – hope that you are having a relaxing weekend.
My sincere apologies  - I was meant to send this through to you last Friday and it slipped my
mind. Please see attached the Consultation doc that went to kaimahi for phase 1. It will be
released to all staff tomorrow (Monday). I did provide s 9(2)(a)  with a paper copy but
completely forgot to send your one through – my bad.
Happy to discuss any component at any stage
1982
Nga mihi
Mark
Mark Oldershaw
ACT
Tumu Whenua ā-Rohe 3 | Executive Director, Region 3
M s 9(2)(a)
tepūkenga.ac.nz
INFORMATION
RELEASED UNDER THE
OFFICIAL
NB: Attachment to this email titled Consultation Phase One | Proposal Directorate of Teaching
and Learning is not included, refer to letter of response for details.

From:
Mark Oldershaw
To:
Leanne Ivil (Whitireia) (WandW)
Subject:
FW: Phase 1 Draft Decision Document
Date:
Sunday, 30 March 2025 10:08:00 pm
Attachments:
image001.png
image002.png
image003.png
Hi and thanks for all of your excellent work on this document and the entire process. I think the
doc reads well and is easy to follow. In some ways it is unfortunate that we aren’t making any
changes to what was proposed however I get it and the feedback was such that nothing has
come through that has dictated anything significant. Again I guess it is in our narrative when I
release the final decisions.
A couple of minor points and one more substantial to discuss tomorrow when we catch up.
Are we comfortable with the JD’s that we are putting in there? I know there was a lot of1982
feedback that the draft JD’s in the proposal doc didn’t fully reflect realistic roles in some people’s
minds. A question really - I am comfortable if you are re this
s 9(2)(a), s 9(2)(ba)(ii)
ACT
I am reasonably relaxed about this if it
needs to be done but certainly cleaner if we can do as many teams as we can only once. Again I
appreciate this wont happen with all.
The biggy that I keep on thinking about is international. It is not a question of what has been
proposed as I think that this is ultimately the right way forward – it is around the timing of the
change. By chance I had a long chat to s 9(2) over the weekend s 9(2)(a)
has
(a)
no capacity to take on any additional work this year in terms of the current work we have in play
but might be in a better position from 26. My sense from a pure risk perspective is that we have
a huge workload ahead and we probably need all the resourcing we can get internally. It
wouldn’t impact on 2026 as we would still have the document structure for next year.
INFORMATION
We could even still put them in s 9(2)(a)
. I do
RELEASED UNDER THE
agree that s 9(2)(a)
.
I appreciate that this is not ideal and lets discuss tomorrow when we catch up in the arvo.
OFFICIAL
The document is great and the process has been rock-solid so thanks to your leadership - we are
in a great position
Nga mihi
Mark
Mark Oldershaw

1982
ACT
INFORMATION
RELEASED UNDER THE
OFFICIAL

From:
Mark Oldershaw
To:
s 9(2)(a)
; Leanne Ivil (Whitireia) (WandW)
Subject:
Re: DRAFT WandW Phase One Decision Document - clean copy
Date:
Tuesday, 8 April 2025 5:43:33 pm
Attachments:
image001.png
image002.png
image003.png
Well done team - the right outcome
Cheers
Nga mihi
Mark
Executive Director Rohe 3
s 9(2)(a)
From: s 9(2)(a)
@whitireia.ac.nz>
Sent: Tuesday, April 8, 2025 5:31:48 PM
To: Leanne Ivil (Whitireia) (WandW) <s 9(2)(a) @wandw.ac.nz>; Mark Oldershaw
<
1982
s 9(2)(a)
@tepukenga.ac.nz>
Subject: FW: DRAFT WandW Phase One Decision Document - clean copy

Kia ora kōrua,

ACT
Looks like we’re good to go. Thanks for both of your help to just get it done.

Ngā mihi
s 9(2)
(a)
From: s 9(2)(a)
@tepukenga.ac.nz>
Sent: Tuesday, 8 April 2025 5:28 pm
To: s 9(2)(a)
@whitireia.ac.nz>
Subject: Re: DRAFT WandW Phase One Decision Document - clean copy

Kia ora s 9(2)

(a)
Sorry - I must have missed that email yesterday as was out of the office yesterday.
INFORMATION

Yes must confess used to seeing them in the one document...
RELEASED UNDER THE

That is a real bummer about the RIV statement as it really is against the grain of what we have been
saying - but yip agree would be weird to change it.... Any chance it could be taken out all together??
Just a question - but conscious of timing so it will be what ever you and Mark decide??

Great about the org charts going into the document -do think we need to allow kaimahi to see those if
OFFICIAL
they are visual type people, especially when there is a lot in the document to process.

Do the comments/questions on the feedback pages make sense to you guys?? I'm just not close to the
feedback - but they were observations from me - but given the tight turnaround time now - we probably
don't have time to delve into them - so just need to make sure you and Mark are aware of those and Ok
with them?

If that's all ok, then all the best for Thursday.

Ngā mihi

s 9(2)(a)
s 9(2)(a)

m: s 9(2)(a)
e: s 9(2)(a)
@tepukenga.ac.nz
w: tepūkenga.ac.nz
Te Pūkenga - New Zealand Institute of Skills and Technology
I generally work 8.30am to 4.30pm.  Please feel free to email me outside these hours but I may not respond till the following day.
From:
1982
s 9(2)(a)
@whitireia.ac.nz>
Sent: Tuesday, 8 April 2025 5:15 pm
To: s 9(2)(a)
@tepukenga.ac.nz>
Subject: RE: DRAFT WandW Phase One Decision Document - clean copy
ACT
Kia ora s 9(2)(a)
Thanks for this update. I had responded to the comments in the earlier email I sent you yesterday
(around 4.30pm) but then sent this clean copy so that you had it first thing this morning. Apologies if this
confused things.
It helps to have the summary – see my responses below in blue.
Ngā mihi
s 9(2)
(a)
From: s 9(2)(a)
@tepukenga.ac.nz>
Sent: Tuesday, 8 April 2025 4:50 pm
INFORMATION
To: s 9(2)(a)
@whitireia.ac.nz>
Subject: Re: DRAFT WandW Phase One Decision Document - clean copy
RELEASED UNDER THE
Kia ora s 9(2)
(a)
I have just been talking to s 9(2)(a)  and you can ignore the questions on page 19 (and 26).
s   explained the concept of the new roles and how two go into one and also the no ringfencing - so all
good there.
9(2
OFFICIAL
Re the questions I asked.  For me it is a lack of knowledge - so am just keen to make sure they make
sense to you guys and will to kaimahi when you present it.
So hopefully this is quick turn around as the big two would be
The RIV statement at the beginning.
Your comments and my response in the notes:

1982
ACT
INFORMATION
RELEASED UNDER THE
OFFICIAL

Thank you for sending this through.
I note that a number of my questions from the original document have not been answered?
I am attaching those again within this clean copy.
I have also added some additional corrections and updates that will need to be made to align to the
principles document and ensure we are consistent.
I am also concerned that the transition planning is quite light? I know from previous change processes
this has been a really hot topic with kaimahi - is there much more planned with transition and change?
I am also conscious that the intention is to meet with kaimahi tomorrow as noted on the document -
has that been confirmed as I'm conscious this has not been finalised or endorsed - is there a plan for
this??
1982
Ngā mihi
s 9(2)(a)
ACT
s 9(2)(a)

m: s 9(2)(a)
e: s 9(2)(a)
@tepukenga.ac.nz
w: tepūkenga.ac.nz
Te Pūkenga - New Zealand Institute of Skills and Technology
I generally work 8.30am to 4.30pm. Please feel free to email me outside these hours but I may not respond till the following day.
From:
INFORMATION
s 9(2)(a)
@whitireia.ac.nz>
Sent: Tuesday, 8 April 2025 1:29 am
To:
RELEASED UNDER THE
s 9(2)(a)
@tepukenga.ac.nz>
Subject: DRAFT WandW Phase One Decision Document - clean copy
Kia ora s 9(2)(a)
As promised, here’s a clean copy incorporating changes noted on version sent Monday afternoon.
OFFICIAL
Ngā mihi
s 9(2)
(a)
From: s 9(2)(a)
@whitireia.ac.nz>
Sent: Monday, 7 April 2025 4:40 pm
To: s 9(2)(a)
@tepukenga.ac.nz>
Cc: s 9(2)(a)
@tepukenga.ac.nz>; mark.oldershaw <s 9(2)(a)
@tepukenga.ac.nz>
Subject: RE: Draft Decision Doc
Kia ora s 9(2)(a)

I’m aware that you wanted this back asap so I’ve addressed where I can and have written responses to
your comments on this version and will do more on it tonight so that you have a clean version in your
mailbox first thing tomorrow.

Ngā mihi
s 9(2)
(a)
From: s 9(2)(a)
@tepukenga.ac.nz>
Sent: Friday, 4 April 2025 10:59 am
To: s 9(2)(a)
@tepukenga.ac.nz>; Mark Oldershaw <s 9(2)(a)
@tepukenga.ac.nz>
Cc: s 9(2)(a)
@whitireia.ac.nz>
Subject: Re: Draft Decision Doc

Kia ora s 9(2)(a)

Thanks s 9(2)(a)
1982

Re the impacts chart - it is already in there - I was checking three things - 1. it was a cut and paste from
the consultation, 2. you had made any adjustments following feedback and 3. the concern that we have
merged three jobs responsibility into one and asked the question around is all the work for example
ACT
from the Registrar and Manager Information, Reporting and Planning going into the new role or is some
of their work going elsewhere or ceasing?  It seems odd that there is capacity to combine two roles into
one without work ceasing or going somewhere else?  We need to be conscious that we are legally
required when disestablishing a role to inform kaimahi in that role where the work is going from their
role being disestablished.   So was just confirming that table was correct.

Re TKA, can we please ensure that sentence is removed.

Re next steps, it might be easiest and what we have done with others is that the document I sent
through with the changes and questions is reviewed and responded to with the changes made, and
additions added in and then send back for final review.  From there I can then review that final version
and provide the final feedback or endorsement - sorry but I can't endorse it till we have that final version
with the changes.  Conscious of timing so if I could have that today or Monday that would be
INFORMATION
appreciated as I can turn it round overnight.
RELEASED UNDER THE

Ngā mihi

s 9(2)(a)

s 9(2)(a)

OFFICIAL
m: s 9(2)(a)
e: s 9(2)(a)
@tepukenga.ac.nz
w: tepūkenga.ac.nz
Te Pūkenga - New Zealand Institute of Skills and Technology

1982
ACT
INFORMATION
RELEASED UNDER THE
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From:
Mark Oldershaw
To:
s 9(2)(a)
Subject:
Re: REM band for s 9(2)(a)
Date:
Tuesday, 15 April 2025 9:02:14 pm
Great thanks s 9(2) and much appreciated. That all makes sense
(a)
Cheers
Nga mihi
Mark
Executive Director Rohe 3
s 9(2)(a)
From: s 9(2)(a)
@whitireia.ac.nz>
Sent: Tuesday, April 15, 2025 4:58:56 PM
1982
To: Mark Oldershaw <s 9(2)(a)
@tepukenga.ac.nz>
Subject: RE: REM band for s 9(2)(a)
THE

Kia ora Mark,
ACT

All kaimahi confirmed in disestablished roles can now see the salary bands on the
combined network vacancy list for all the Phase 1 new roles. The s 9(2)(a), s 9(2)
(ba)(ii)
UNDER

However, fyi, there’s a couple of things to note:
We use 2023 rates, in the education market (which pays lower than other
markets) and only showing 90-100% of the range.
This is done across the board for all positions, s 9(2)(b)(ii)
.
Initial job sizing for these new roles was done, but it could be that if further
INFORMATION
detail is added to the Position Description (which is happening), that the
RELEASED
complexity of these roles may not have been captured correctly, so we’re re-
doing the job sizing exercise more thoroughly and this could affect the band
(most likely it could go up).

I think I’ve mentioned this to Leanne, but we’ll need to look at this more closely when
we get to interviewing and appointing.
OFFICIAL

Ngā mihi
s 9(2)(a)

FYI – I’ve already shared the above salary range for this position with s 9(2)(a)
when we talked yesterday morning.

From: Mark Oldershaw <s 9(2)(a)
@tepukenga.ac.nz>
Sent: Tuesday, 15 April 2025 6:51 pm
To: s 9(2)(a)
@whitireia.ac.nz>
Subject: REM band for s 9(2)(a)
Hi s 9(2)(a) - s 9(2)(a), s 9(2)(ba)(ii)
- can you please send me an indication
Thanks heaps and hope all is well
Nga mihi
Mark
Executive Director Rohe 3
1982
s 9(2)(a)
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ACT
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INFORMATION
RELEASED UNDER THE
OFFICIAL

From:
s 9(2)(a)
To:
Cc:
Subject:
FW: Minutes of the AC e-meeting
Date:
Monday, 26 May 2025 1:25:37 pm
Attachments:
20250519 Academic Committee E-meeting Minutes.docx
image001.png
Kia ora Leanne,

Your last action as Chair, to approve the emeeting re ToRs for Academic Committee.

Ngā mihi
s 9(2)
(a)

From: s 9(2)(a)
@whitireia.ac.nz>
1982
Sent: Monday, 26 May 2025 10:53 am
To: s 9(2)(a)
@wandw.ac.nz>
THE
Subject: Minutes of the AC e-meeting

ACT
Morena s 9(2)
(a)

All AC members have responded and approved the changes to the Terms of Reference.  If you are
happy with these minutes and send to Leanne, I will send them out and update the Terms of
UNDER
Reference and upload to Taikura.

Also at this stage I have two nominations for the vacant academic staff member position.
Nominations close on Thursday and then we will need to hold an election next week.

Ngā mihi
s 9(2)
(a)
INFORMATION
s 9(2)(a)
RELEASED
Mob: s 9(2)(a)
  |  DDI: s 9(2)(a)
  |  Call me on Teams
s 9(2)(a)
@whitireia.ac.nz
OFFICIAL Te Kura Matatini o Whitireia
0800 944 847
Te Whare Wānanga o te Awakairangi
0800 935 832
whitireiaweltec.ac.nz
Visit us at: Porirua | Petone | Te Auaha | Construction

1982
THE
ACT
UNDER
INFORMATION
RELEASED
OFFICIAL

Extracts from Joint Leadership Team Meetings Agenda/Minutes
Roopu Whakahaere hui
Monday 27 January 2025, 11am to 1pm
From Page 3
MINUTES
of Joint Leadership Team (JLT/ELT) / Roopu Whakahaere meeting held on Monday 2
December 2024, 11am via Teams
1. Executive Director welcome
1982
• Regional ITP Viability (RIV) project update
Key points:
• Cabinet paper delayed to mid- December which should enable legislation process
ACT
to commence;
• Comms to fol ow as required.
From Page 4
7. People and Capability update
Action points discussed:
3. High level information relating to change processes at Whitireia and WelTec to be available
on the Workplace Change page within the HR area of Te Kāinga.
From Page 10
3. Business Plan 2025
INFORMATION
4. Next steps RELEASED UNDER THE
You may wish to consider:
2. Activities related to RIV project;
OFFICIAL

Roopu Whakahaere hui
Monday 24 February 2025, 1pm to 3pm
From Pages 3 and 4
MINUTES
of Joint Leadership Team (JLT/ELT) / Roopu Whakahaere meeting held on Monday 27
January 2025, 11am via Teams
Items for Discussion and/or decision
3. Executive Director welcome
• Regional ITP Viability (RIV) project update
Upcoming staff forums (28 January at Te Auaha, Petone and Porirua)
1982
− Presentation pack wil  include key messages on direction, giving a sense of
chal enges ahead, Minister’s consultation announced at the end of the year re WBLs
(link);
− Iwi briefed and acknowledge the challenges ahead;
ACT
− TEU brieﬁng to be held the same day (27 January).
RIV Project team: s 9(2)(a)
is Project Manager. Mark Oldershaw, Project sponsor.
Māori representation discussed.
Context is network-wide.
Strategic decisions ahead:
− Wil  include “more for less” approach;
− Al  areas to be looked at;
− Open and Transparent process with a commitment around regular engagement.
Regular update at Roopu Whakahaere
Engagement with s 9(2)(a)
via Roopu Whakahaere members
5. Business Plan 2025
INFORMATION
− Aspirations discussed in conjunction with the implications of RIV project & key
RELEASED UNDER THE
− deliverables;
6. Issues and Risk report (27 January 2025)
− Separate risk register for RIV project
OFFICIAL

Roopu Whakahaere hui
Monday 11 March 2025, 11am to 1pm
From Page 3
MINUTES
of Joint Leadership Team (JLT/ELT) / Roopu Whakahaere meeting held on Monday 24
February 2025, 1pm via Teams
2. Minutes 27 January 2025 meeting
a.  Resolution to read: Given our RIV programme of change this year and ED’s
commitment to meet with al  kaimahi each month, Te Roopu Whakahaere has
conﬁrmed that our Senior Management Forum wil  not be held this year.
4. Regional ITP Viability (RIV) project update
1982
−  Introduction s 9(2)(a)
, Project manager
−  Phase 2B report – progress being tracked national y monthly against outcomes (1st
status report due early March)
ACT
−  Purpose of the project/viability plan, 3 phases including change proposals.

From Page 4
6. Business Plan 2025
−  Aspirations discussed in conjunction with the implications of RIV project & key
deliverables.

7. Issues and Risk report (27 January 2025)

−  Separate risk register for RIV project

INFORMATION

RELEASED UNDER THE
OFFICIAL

Roopu Whakahaere hui
Monday 7 April 2025, 11am to 1pm
From Page 3
MINUTES
of Joint Leadership Team (JLT/ELT) / Roopu Whakahaere meeting held on Monday 10 March
2025, 1pm via Teams
4. Regional ITP Viability (RIV) project update
s 9(2)(a)
spoke to a verbal update
−  On track for Phase 2 in May
−  Coordination with Te Pūkenga Property team, on site 12 March 2025
−  Risks reviewed regularly and reporting in place
1982

From Page 4
7. People and Capability Update
ACT
s 9(2)(a)
spoke to a verbal update.
b. Remuneration, Progression and Promotions round & PPR
•  Timing discussed acknowledging Phase 2.
From Page 6
10. Risks update
−  Separate risk register for RIV project ongoing

From Page 20
9
People and Capability Update - W&W rem review update

INFORMATION
Proposed Remuneration Process and Timeline
RELEASED UNDER THE

There are 3 considerations that Te Roopu Whakaruruhau should be aware of:
−  Note 3: Consideration needs to be given to phase 2 dates taking place within the above
timeline. We had al owed additional time in the above timeline to acknowledge this.

OFFICIAL

Roopu Whakahaere hui
Monday 5 May 2025, 11am to 1pm

From Page 3
MINUTES
of Joint Leadership Team (JLT/ELT) / Roopu Whakahaere meeting held on Monday 7 April
2025

3. Executive Director update
a.  Week ahead wil  include outcome of Phase One. Key points:
•  Invitation for hui on Thursday 10 April, 11am for those in scope.
•  Document to be released Thursday 10 April afternoon

1982
From Pages 4 and 5
4. Regional ITP Viability (RIV) project update
THE
s 9(2)(a)
spoke to a verbal update
−  On track for Phase 2 in May
ACT
−  Workshop with Te Pūkenga Property team, on site 8 April 2025
−  Risks reviewed regularly and reporting in place
−  Overlap between Phase 2 and 3 to discuss further

UNDER
8. LSS update
s 9(2)(a)
spoke to the fol owing key points:
c.  RIV impact on ākonga (service provided to ākonga/ what does minimum look like?)

9. People and Capability Update
s 9(2)(a)
spoke to the remuneration review update.
Members discussed
•  impact of Phase 2 and reforecast
INFORMATION

12. Risks update RELEASED
−  Separate risk register for RIV project ongoing

OFFICIAL

MINUTES
of Joint Leadership Team (JLT/ELT) / Roopu Whakahaere meeting held on
Monday 5 May 2025

From Pages 1 and 2

4. Regional ITP Viability (RIV) project update
s 9(2)(a)
spoke to a verbal update
a.  Senior Programme Manager Regional Viability Programme update received
b.  Financial forecast, saving plan and projections being ﬁnalised
c.  May Timeline
−  12 May: Meeting with TEC and the Minister of Vocational Education, at TEC
−  21 May: Rol out of Phase 2, launched from Te Kāhui Auaha
−  22 May: Budget Day 2025 (nationally)
1982
−  26 to 29 May: Kaimahi korero series held across campuses (dates tbc)
−  29 May: ITP and WBL Business Division Leads Meeting
THE
d.  Property
−  Discussion ongoing re Te Kāhui Auaha
ACT
−  Discussion with national office ongoing re consolidation and development
e.  Financials
−  Seek articulation of additional costs for 2026 (costs coming back from National
Office that haven’t been provisioned for)

UNDER
From Page 4
10. Risks update
−  Separate risk register for RIV project ongoing

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RELEASED
OFFICIAL

Komiti Akoranga-a-rohe/Academic Committee

Kaupapa/Agenda

E-meeting  May 2025

  1  Academic Committee Terms of Reference

1982

Change in membership due to changes in organisational structure following
THE
Phase 1 Regional ITP Viability (RIV)

ACT
That Academic Commit ee approve the changes to the Academic Commit ee Terms
of Reference as follows:
•  Director Teaching and Learning wil  be an ex-officio member
•  Replace the Registrar (disestablished role) with Registrar and Head of
UNDER

Information and Reporting (new role) who will also be the Chair

•  Replace the Principal Lead Teaching Innovation and Research
(disestablished role) with Head of Academic Success (new role)
•  Al  current members whose terms were to end in 2025 will be extended to
January 2026
•  Reduce the membership from 14 to 13
•  Reduce the quorum to 7

INFORMATION

RELEASED

OFFICIAL

1982
THE
ACT
UNDER
INFORMATION
RELEASED
OFFICIAL

AGENDA ITEM
1
TO
Academic Commit ee
FROM
Director Teaching and Learning
AUTHOR

DATE PREPARED
8/05/2025
TOPIC TO BE DISCUSSED
Academic Committee Terms of Reference
DATE OF MEETING
19/05/2025
1982
1  Purpose
THE
Phase 1 of the Regional ITP Viability project has been completed, and the new structure comes
into effect on 26 May 2025.  These changes have resulted in a number of positions being
ACT
disestablished and new roles established therefore changes to the Academic Commit ee
membership is required.
2  Reference to Prior Decisions
N/A
UNDER
3  Implementation timeline
Following approval
4  Recommendation
That Academic Commit ee approve the changes to the Academic Commit ee Terms of Reference
as follows:
INFORMATION
•  The Director Teaching and Learning wil  be an ex-officio member of the commit ee
•  Replace the Registrar (disestablished role) with the Registrar and Head of Information and
RELEASED
Reporting (new role) who wil  also be the Chair
•  Replace the Principal Lead Teaching Innovation and Research (disestablished role) with
Head of Academic Success (new role)
•  Al  current members whose terms were to end in 2025 wil  be extended to January 2026
•  Reduce the membership from 14 to 13
•  Reduce the quorum to 7
OFFICIAL

1982
THE
ACT
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RELEASED
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