A N N U A L R E P O R TF O R T H E Y E A R E N D E D 3 0 J U N E

E 27

A N N U A L R E P O R TF O R T H E Y E A R E N D E D 3 0 J U N E 2 0 0 8

Presented to the House of Representatives pursuant to the Crown Entities Act 2004

This report is printed on 9Lives Uncoated, containing 50% recycled fibre and 50% New Zealand pulp. Manufactured under environmental management system ISO 14001 the recycled pulp is process chlorine free and the NZ pulp is ECF.

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O U R V I S I O N

W H A T W E A S P I R E T OMaximise New Zealand’s potential through quality work-in-life decisions.

O U R M I S S I O N

W H A T W E D OEncourage and support all people living in New Zealand to make well informed

decisions about work and learning in the context of the life they wish to lead.

We will ensure that people are able to navigate confidently their own pathway to

success. We will use our expertise and experience to work alongside others to build

this environment in schools, the tertiary sector, communities, workplaces and families.

We will be determined in our focus, confident in our leadership and creative in our

relationships to improve work-in-life outcomes for everyone living in New Zealand.

O U R I D E A L S

W H A T W E V A L U ERESILIENCE – Our resilience, our strength for the future, comes from our confidence in

and high expectations for the future, opportunities for meaningful participation, and

a resourceful approach to any challenge.

MANAAKI ME TE TIAKI TANGATA – We work with people, our partners, iwi and

communities in a way best described by the Māori concept of whakamana tangata

– embracing all with mutual respect and teamwork that enables people and

communities to maximise their potential and be the best that they can be. We nurture

and value all our relationships and actively build relationships that are outcome-

focused and mutually beneficial to all parties.

WORK-IN-LIFE APPROACH – We recognise our responsibility as leaders for improved

decision-making leading to better quality work and life choices. We will model this

approach to work and learning in our own lives and in the lives of people we work with.

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HIgHLIgHTS AT A gLANCE

CHAIRPERSON’S REPORT

CAREER SERvICES BOARd MEMBERSHIP

CHIEF ExECUTIvE’S REPORT

OUR ROLE

WHAT WE dO

STRATEgIC LINkAgES ANd PRIORITIES

CAREER SUPPORT FROM SPECIFIC SECTORS ANd gROUPS

INTERNAL CAPABILITy

OUR PEOPLE

ORgANISATIONAL STRUCTURE

gOvERNANCE PHILOSOPHy

STATEMENT OF RESPONSIBILITy

AUdIT REPORT

FINANCIAL INFORMATION

STATEMENT OF FINANCIAL PERFORMANCE

STATEMENT OF FINANCIAL POSITION

STATEMENT OF MOvEMENT IN EqUITy

STATEMENT OF CASH FLOWS

NOTES TO THE FINANCIAL STATEMENTS

CONSOLIdATEd STATEMENT OF COST OF SERvICES

STATEMENT OF SERvICE PERFORMANCE

gLOSSARy

CAREER SERvICES’ LOCATIONS

TABLE OF CONTENTS

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CHAIRPERSON’S REPORT HIgHLIgHTS AT A gLANCE

I am proud that Career Services has

contributed to improving social,

educational, labour market and economic

outcomes for New Zealanders. Over the

last year Career Services has developed

new services and resources and has

strengthened the evidence base which

underpins the all-age service.

These include new targeted resources on our website through our Better Tertiary and Trade Training decision Making project as well as the successful implementation of a new Customer Relationship Management system to assist with better integration of our services to help meet the needs of our clients and stakeholders.

It is a pleasure to report this year that Career Services has been recognised internationally as providing an integrated service that is considered world class. In April this year, the Uk Skills Commission noted that:

The evidence we received made it quite clear that the all-age service is the preferred model amongst experts. It was pointed out to us that there is an all-age service in New Zealand, and this is widely regarded as the best service in the world.

(UK Skills Commission, Inspiration and Aspiration, 2008)

The centrality and importance of career education and development – in raising the nation’s skill levels and supporting successful transitions at every stage of life – have become increasingly well recognised. Public consultation and engagement processes over the last year through Schools Plus and the New Zealand Skills Strategy have confirmed the need for expanding and improving career information, advice and guidance.

Career Services has ensured this important careers perspective is embedded in key government strategies concerning education, training and employment, such as Schools Plus, the New Zealand Skills Strategy, the New Zealand Settlement Strategy, ka Hikitia – the Māori Education Strategy, the Pacific Education Plan and the Pacific Economic Action Plan.

The high level of engagement and commitment of Career Services’ staff is at the heart of the organisation’s success. This has been confirmed by Career Services receiving the Highly Commended Public Sector award at the unlimited/JRA Best Places to Work awards. This award recognises Career Services’ commitment to building a positive, engaging and productive workplace where the values of resilience, manaaki me te tiaki tangata and the work-in-life approach are encouraged and practised by staff and management.

On behalf of my Board colleagues and the Chief Executive, it is my pleasure to submit this Annual Report and the Financial Statements for the year ended 30 June 2008.

kaye Turner Board Chair 28 October 2008

Over 62,000 people accessed our personal assistance services this year. •

93% of those surveyed found that our services helped them to make •

better career and job choices and work out the next step in planning their career.

Nearly 7,000 people received one-to-one career planning assistance •

to help them self-manage their career.

An increase of 29% this year from New Zealand-based people visiting •

our website to access information, advice and self-help tools; that’s more than 700,000 visits from New Zealand based people.

99% of people surveyed who attended our customised career •

planning group sessions became better informed and were able to access appropriate career and training opportunities.

291 events were held for key stakeholders and influencers. •

96% of those surveyed in this group now have a better understanding •

of career planning and are better able to assist others in their career path.

New targeted sections have been added to our website – •

‘Secondary students & school leavers’, ‘Parents, Family and Whānau’ and ‘New to New Zealand’.

Better integration of our services through our new Customer •

Relationship Management system has helped us meet the needs of our clients and stakeholders.

Piloting of over-the-telephone career guidance has extended •

the accessibility of our guidance services.

We were awarded the Highly Commended Public Sector award •

at the 2007 unlimited/JRA Best Places to Work awards. This award recognises the most successful or innovative methods that have been used to improve employee engagement.

The high level of engagement and commitment of Career Services’ staff is at the heart of the organisation’s success.

CAREER SERVICES YEARLYINDEPENDENT REVIEw

99% of people surveyed who

attended our customised career

planning group sessions became

better informed and were able

to access appropriate career and

training opportunities.

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CHIEF EXECUTIVE’S REPORTCAREER SERVICES’ BOARD MEMBERSHIP

Kaye Turner

kaye Turner is Board Chair and was appointed in September 2006. kaye is an educational consultant with extensive academic and management experience in tertiary education, and is deputy Chair of the Tertiary Education Commission (TEC).

Brent Kennerley

Brent kennerley, deputy Chair, joined the Board in August 2003. Brent is Chair of the Finance and Risk Committee. Brent is a chartered accountant and assurance partner with grant Thornton in Wellington. He is passionate about the not-for-profit sector and developed the inaugural ‘grant Thornton Not-for-Profit Survey’ in 2003, with follow-up surveys in 2005 and 2007. Brent has presented the ‘Business Issues for Not-for-Profit Organisations’ seminar series in 2002 and 2004 in conjunction with the New Zealand Institute of Chartered Accountants.

Dr Marjolein Lips-Wiersma

dr Marjolein Lips-Wiersma joined the Board in July 2006. Marjolein is a senior lecturer at Canterbury University’s department of Management, where her academic interests focus on career development and management, aligning personal and organisation values, and purpose beyond profit.

Arthur Graves

Arthur graves joined the Board in July 2006. He has been principal of greymouth High School for the last 10½ years and was recently appointed to a new position as deputy Chief Executive of Whitireia Community Polytechnic. Arthur has been active in numerous leadership roles in both education and sport throughout his career, including Chairperson of the NZ Secondary Principals’ Council, Education West Coast and Chairman of both Canterbury Cricket and the victory Park Board (Lancaster Park).

Carl Pascoe

Carl Pascoe joined the Board in January 2005. He is a self-employed consultant based in Christchurch. He has previously been a member of the Equal Opportunities Tribunal, Chair of the Nelson Bays Regional Employment and Access Council and a branch manager for IHC. Carl is currently a ministerial appointee to the Christchurch Polytechnic Institute of Technology and an independent director of the Realm group, a Canterbury based land development and building company.

Tina Wehipeihana-Wilson

Tina Wehipeihana-Wilson (Ngāti Tukorehe, Ngāti Raukawa, Muaupoko) joined the Board on 1 January 2005. She is a member of the Finance and Risk Committee. Tina is the managing director of Tem Corp Ltd, providing financial management and business consultancy services to Māori organisations. She is a Board member of the Funding Information Service and Te Huarahi Tika Trust. She chairs the Finance and Risk Committees for these organisations. Tina is particularly interested in the ongoing development and upskilling of Māori.

Trudie McNaughton

Trudie McNaughton joined the Board in July 2004. She is the Pro vice-Chancellor (Equal Opportunities) at the University of Auckland. Trudie was the Executive director of the Equal Employment Opportunities Trust from 1992 to 2003. She is currently a member of the Human Rights Review Tribunal and NACEW (National Advisory Council on the Employment of Women).

As at 30 June 2008

We continue to build on the success

of our world class all-age integrated

career service.

This year we have developed more targeted information and tools on our website for: ‘Secondary students and school leavers’ and ‘Parents, Families and Whānau’ as well as a ‘New to New Zealand’ section targeting migrants and refugees. Client feedback has been critical in this process, as we see the involvement of users and other stakeholders as crucial in the creation of new initiatives and essential to the success of our new targeted services.

The ongoing success of our website is highlighted by the 29% increase in the number of visits from New Zealanders this year - that’s over 726,000 visits from New Zealanders in the last 12 months. At the same time we know that more people are even more satisfied with the usability of our website - 93% this year, up from 85% last year.

We know that for some people, accessing web based information and tools is not enough – they need help to interpret, explore and discover what the right next steps are for them. To cater for these groups, we expanded our suite of non web-based services to include texting, outbound calling and telephone guidance.

Coupled with our nationwide local office network this makes Career Services the only fully integrated career guidance service internationally. This not only provides more people with more channels to access our services but also enables our users to reach us at a time, place and avenue appropriate to their needs.

Our work with schools through the Creating Pathways and Building Lives (CPaBL) initiative is making a real difference. The recent Education Review Office report on CPaBL shows that more schools are taking a school-wide approach to their delivery of and planning for career education, and embedding this into their school’s policies and strategic priorities. This will be critical to improving students’ career planning skills and decision making while at school and beyond.

quality delivery to clients is dependent on a strong organisational base. Our achievement in this year’s unlimited/JRA Best Places to Work awards externally validates the quality of our organisation and the high levels of staff commitment. We continue to utilise the information gathered through the Best Places to Work survey to build on the strengths of our people and organisation.

The public’s demand for quality, independent careers information and advice continues to grow. The value of the service that we offer is increasingly recognised; by New Zealanders who use it, by employers, educational institutions and policy makers, and increasingly by a wider international community that recognises Career Services as a leader in its field.

Our continuing challenge is to help more and more New Zealanders make well informed career and learning decisions by delivering top class services in a cost effective manner.

Lester Oakes Chief Executive 28 October 2008

The ongoing success of our website is highlighted by the 29% increase in the number of visits from New Zealanders this year.

Pictured above, standing are: Trudie mcNaughton, Arthur

graves and Carl Pascoe. Seated in front are

marjolein Lips-wiersma, Brent Kennerley,

KayeTurnerand Tina wehipeihana-wilson.

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WHAT WE DOOUR ROLE

Career Services is a Crown agent, established in 1990 under

the provisions of the Education Act 1989 and the Education

Amendment Act 1993. As the country’s leading provider of

career information, advice and guidance services, we assist

all New Zealanders to make informed career choices.

FuNDiNG AND reveNue

Career Services received funding and revenue totalling $18,648,000 (excluding gST) in 2007/08 from the following sources:

1. Output Agreement with government

2. Other contract revenue from a range of clients, principally the Ministry of Social development (MSd).

Our services are provided under these three areas:

1. Self-help

Self-help web-based resources provide individuals and influencers with:

up-to-date, comprehensive and accurate •

job, course and training, and labour market informationtargeted career information and tools •

for secondary students and school leavers, and parents, family and whānaugood practice career education resource •

for years 7 and 8online career tools such as ‘Cv 4 Me’ •

(Cv Wizard) and ‘Pathfinder’ (online career guidance programme).

2. Personal assistance

Personal assistance is delivered through a range of channels and modes of delivery to ensure maximum accessibility and wide coverage including telephone, email, online chat, texting and in person. This assistance includes:

career information and/or advice •

enquiries made to our 0800 advice line or regional centrescustomised career planning (in a group •

setting) delivered to secondary school Māori and Pasifika students, prospective tertiary students, migrants and refugeeswork with tertiary institutions and •

tertiary students customised career planning assistance •

delivered to individuals in person or over the telephone.

3. Capabil ity development and influence

Capability development and influence activities aim to build the knowledge and capability of key stakeholders and influencers. Activities include:

delivering information sessions to influencers •

on the value and role of career information, advice and guidance, and how they can support others making career decisions contributing to government policy •

and practice to ensure that a careers perspective is embedded in wider government initiatives, strategies and policybuilding capability of others (e.g. in schools, •

workplaces, communities) to increase their awareness and support for career education.

MAjor iNiTiATiveS

Career Services has two major initiatives that contribute to our overall aims and objectives. Creating Pathways and Building Lives (CPaBL) aims to support secondary schools to develop a school-wide approach to career education. The Better Tertiary and Trade Training decision Making (BTATTdM) initiative aims to further develop Career Services as a ‘one-stop-shop’ for young New Zealanders and their influencers, looking for information and support. This will enable young people to make good tertiary and trade training decisions that will support successful transitions to the workplace.

FUNDINg AND REVENUE 2007/08

Output agreement 90%

Other 4%

Ministry of Social development 4%

Interest 2%

90%

4% 4% 2%

Personal assistance is delivered through a range of channels and modes of delivery to ensure maximum accessibility and wide coverage including telephone, email, online chat, texting and in person.

Our services are designed to enable people to self-manage their careers which involves

knowing when and how to access career information and services as well as influencing

others through better career conversations. By using a range of channels, people can

access our services in their own time and in a way that best meets their needs.

We work with anyone in New Zealand interested in career information: school

students and their families, young people interested in further study or an

apprenticeship, workers looking for a career change or wanting to update their skills,

people facing redundancy, and recent migrants wanting to know more about working

in New Zealand.

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STRATEgIC LINkAgES AND PRIORITIES

iNFLueNTiAL LeADer oF CAreer DeCiSioN MAKiNG

As an influential leader in career decision making, we believe in the importance of including our clients in all stages of the development or enhancement of our information, resources or services. during this year we introduced two new targeted sections of information and tools to our website and piloted three personal support services. These developments have involved input from our clients to ensure our services meet their needs.

The personal support services – texting, outbound contacts, follow up calls and telephone guidance – have opened up new channels for our clients to maximise use of our technology. This has provided more cost-effective services and introduced new career practice into the organisation. The simple act of young people being able to free-text us for career information has enabled Career Services to engage with a wider group of people than before. For example, a text request is followed by a phone call from our advice line to ascertain the type and level of information required by the client.

‘66% of participants surveyed would not have contacted Career Services if the texting service didn’t exist’.

– External evaluation results by Nielsen Company, September 2007

The follow-up outbound calls enable us to check with clients if they need assistance interpreting the information we send them and to find out if they need further help with making their career, study or training decisions. This opt-in service of following up with clients two weeks after sending out the information provides many with the incentive to take the next step - either to read the information or to make a decision based on the information.

Our telephone guidance pilot has enabled us to extend the coverage of our guidance services. A significant number of clients who used telephone guidance indicated that they would not have been able to access our face -to-face guidance services due to their personal circumstances (e.g. they had a disability, did not feel comfortable meeting with someone in person or were living in a remote area).

‘47% of participants surveyed were unlikely or extremely unlikely to have visited a Career Services office had the telephone service not been offered.’

– External evaluation results by Nielsen Company, September 2008

due to the positive feedback from clients and independent evaluation results, we are now building these personal support pilots into our suite of integrated services.

We want people to make career, study and training decisions in relation to the life they want to live. This philosophy is embedded through all our information, resources and services. The new targeted section for parents, family and whānau on our website features information on ‘work-life balance – building the life you want to live’. This information enables people to explore their career options in relation to other important areas of their life, such as family, leisure and community.

Our influence in career decision making is measured yearly through external evaluations. This year, 90% of people surveyed who received customised one-on-one career planning assistance stated that Career Services has enabled them to:

be aware of relevant career and learning •

pathways in their own work-in-life context, ormanage their careers by themselves in the •

future.

The impact of our work with stakeholders and influencers is reflected in our external evaluation where 96% of key stakeholders and influencers surveyed stated that Career Services helped them to:

gain a better understanding of the value •

of career planning, orimprove their own ability to help others, •

or be able to sign-post others to appropriate Career Information Advice guidance (CIAg) services.

NeW ALLiANCeS WiTh BuSiNeSS, eMPLoyerS AND uNioNS

We have been working closely this year with Business New Zealand, the New Zealand Council of Trade Unions and the Industry Training Federation through our work in the New Zealand Skills Strategy interagency working group. Through these relationships we have actively contributed to the development of the New Zealand Skills Strategy, ensuring that the importance of informed career decision making is reflected in the New Zealand Skills Strategy Action Plan. As a result of this interaction, we will be leading two of the actions included in the New Zealand Skills Strategy Action Plan 2008:

Action 6:• Improve access to careers and labour market information and advice for adults in the workforce, including enabling pathways within and between industries, by promoting Career Services as the ‘go-to place’.Action 10:• Improve provision of information, access to careers advice, and life-long learning advice for young people currently in the workforce and their families.

We will also be working with other agencies to contribute to:

Action 9:• Provide advice and support for employers and tertiary/training providers on how they can best support young people currently in work.

LeADiNG ThiNKiNG oN The CoNTriBuTioN oF CAreer ServiCeS To SoCiAL AND eCoNoMiC ouTCoMeS

Career Services is increasingly recognised as having a world class integrated suite of services. In a report by the Uk Skills Commission in April 2008, titled ‘Inspiration and Aspiration’, Professor Michael Thorne, Chair of The Skills Commission, made the following statement:

‘The evidence we received made it quite clear that the all-age service is the preferred model amongst experts. It was pointed out to us that there is an all-age service in New Zealand, and this is widely regarded as the best service in the world. ‘

– Skills Commission, Inspiration and Aspiration

At a national and regional level, we continue to increase the depth of our participation through input into research and policy especially in the fields of education, social development and the labour market. These involvements have resulted in Career Services contributing to work on the New Zealand Skills Strategy, Schools Plus, ka Hikitia – the Māori Education Strategy, the Pacific Education Plan, the Pacific Economic Action Plan and the Pacific Women’s Economic development Plan.

Towards the end of 2007/08, we began preparing to host the Fifth International Symposium on Career development and Public Policy, to be held in 2009. This forum enables us to build our research and development capacity as well as develop stronger linkages between career practitioners, researchers, and policy makers in the areas of lifelong learning, career development, economic development and social inclusion. In particular, we will be looking to progress the national action plans established in the 2007 symposium in Scotland.

iNCreASeD viSiBiLiTy AND AWAreNeSS

Increasing public awareness of Career Services through marketing and awareness campaigns has been a strategic focus for us this year. The campaigns are used to promote key messages about our integrated services including the importance of taking a work-in-life approach and its relevance to career decision making.

In particular, we have taken part in a weekly live radio programme on Radio Waatea, an Auckland-based Māori station reaching up to 100,000 listeners linking to other Māori stations around NZ. This radio show features career topics in conjunction with Te Mana, Industry Training Federation and the New Zealand qualifications Authority (NZqA).

Career Services has also been featured on the TvNZ Breakfast programme to showcase the work we do as well as appearing regularly in the second series of Just the Job.

In addition to this, we continue to find cost-effective ways to generate ‘free’ media coverage in order to maximise our reach.

66% of participants surveyed would not

have contacted Career Services if the texting

service didn’t exist.

External evaluation results by Nielsen Company,

September 2007

47% of participants surveyed were unlikely or extremely unlikely to have visited a Career Services office had the telephone service not been offered.

– External evaluation results by Nielsen Company, September 2008

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CAREER SUPPORT FOR SPECIFIC SECTORS AND gROUPSSTRATEgIC LINkAgES AND PRIORITIES

iNTeGrATeD ServiCeS AND reSourCeS

This year, we have begun to integrate our three personal support pilots – texting, follow-up contacts and telephone guidance – into our suite of integrated services. The move from pilot stage to core business was based on positive client feedback, independent evaluation outcomes and the ability to offer the benefits of these services to a broader client base.

By delivering our new personal support services through 0800 advice line technology, there are ongoing benefits for our clients including:

increased access to the services – up to 64 •

hours per weektelephone guidance services co-located •

with our 0800 advice line services being able to access services at a time and •

using a channel that best meets their needs.

As a result of integrating the pilot services into core service delivery, Career Services leads the way internationally in providing a fully integrated (phone, web, text and in-person) career guidance service.

1. SChooLS AND youNG PeoPLe

Alongside our group work in schools, we are also working in partnership with the Ministry of Education and School Support Services through the Creating Pathways and Building Lives (CPaBL) project. This project aims to build a sustainable school-wide approach to career education by providing professional support and resources to 100 schools. Education Review Office evaluation findings indicate that the majority of schools have embraced the work of CPaBL as indicated by the increase in the number of schools using elements of good practice such as having:

The school principal or senior manager •

actively involved and supporting CPaBLRepresentatives or liaison staff from each •

curriculum area in the CPaBL teamCareers education elements and •

expectations in all departmental documentsCareers education incorporated in reporting •

requirements goals related to careers education in the •

Board’s strategic plan Links with the pastoral care network•

Support for Māori, Pasifika, refugee •

and migrant students.

Through our policy advice we have worked with the Ministry of Education on the Pathways strand of the Schools Plus initiative. This has been an important part of our work this year in ensuring that key messages around career education and advice are sufficiently captured within the wider Schools Plus framework.

Our policy advice is built on research on career education which shows that:

‘A key factor that seemed to underpin successful transition at 16 was the level of young people’s career-exploration skills. Those who demonstrated such skills by the end of Year 11 were least likely to have made significant changes to their courses, post-16, and were more likely to have made a transition that indicated progression.’

– Morris et al, 1999

We have introduced new information and tools to our website that target young people at different stages of their career journey. The ‘Secondary students and school leavers’ section provides a wealth of information, advice and tools for young people to plan their futures. The section covers topics ranging from choosing school subjects, to preparing and entering study or training, through to entering the workforce. This section also includes the new interactive tool ‘Cv 4 Me’ (Cv wizard). This is an interactive step-by-step tool that results in a fully laid out Cv, specifically for students and young people entering the workforce who are likely to have little or no work experience.

The ‘Already in study and training’ section of our website has been designed to motivate young people (18-24 years of age) to complete their study or training, and to be prepared to take the next step: entering the workforce. Using the findings from our user research we have presented the information using a range of case studies, step-by-step guides, real life stories and motivational tips.

The information and tools on our website targeting young people and schools are being well utilised as shown by the increase in the number of visits from New Zealand-based people accessing our website. In this financial year, our website usage increased from 563,865 to 726,260, representing a 29% increase. External evaluations show that client satisfaction with our website also increased by 8%, moving from 85% last year to 93% this year.

Our work in this area includes services to tertiary institutions and tertiary students. This contributes to the Tertiary Education Strategy which states that:

‘Career Services has a critical role to play through supporting students and their families and whānau to access quality career information and guidance when making decisions about future career paths and study options.

A key factor that seemed to underpin successful transition at 16 was the level of young people’s career-exploration skills.

– Morris et al, 1999

It was pointed out to us that there is an all-age service

in New Zealand, and this is widely regarded as the best

service in the world.

Professor Michael Thorne– Skills Commission,

Inspiration and Aspiration

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4. Key STAKehoLDerS AND iNFLueNCerS

A key priority this year has been raising our profile with key workplace stakeholders by disseminating proven evidence of the efficacy of quality informed decision making. To achieve this priority, we have delivered services and built relationships with various organisations such as the NZ Navy, NZ Air Force, NZ Army, NZ Post in partnership with Seed (provider of workplace wellness services), NZ Rugby Players Association, Wellington Association of Rugby Players and workplaces who are restructuring or facing closure. We have provided practical assistance to these organisations in the form of future planning workshops, as well as targeted workshops geared towards businesses that are restructuring or facing closure.

Our main goal when working with key stakeholders and influencers is to raise the profile of career information, advice and guidance and give them tools and resources to enable them to have quality career conversations with their families, friends, employees and/or clients. This will lead to a greater appreciation of the way career information, advice and guidance contributes to better economic, education and social outcomes. We have worked with a wide range of stakeholders and influencers including Māori health providers, Māori Women’s Welfare League, Literacy Aotearoa, the Salvation Army and Citizens Advice Bureau to name just a few.

This year we delivered 291 information sessions to key stakeholders and influencers. Overall, findings from our independent evaluation show that 96% of key stakeholders and influencers surveyed who were provided with information sessions have gained:

a better understanding of the value of career •

planning, oran improvement in their own ability to help •

others, oran ability to sign-post others to appropriate •

career information, advice and guidance services.

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CAREER SUPPORT FOR SPECIFIC SECTORS AND gROUPS

2. iMProviNG ouTCoMeS For AND PASiFiKA

This year, we provided customised career planning assistance to 4,988 Māori and Pasifika secondary school students. This was provided mainly in the form of group events known as Taiohi Tū Taiohi Ora and Te Whakamana Taitamariki (career hui), Fono and So’o.

The impact of our work with Māori and Pasifika secondary students is illustrated in our yearly independent evaluations. The results show that:

96% of Māori and Pasifika students say that •

our career hui and fono has helped them to think about other learning or work options that support their career goals

99% of Pasifika students and 91% of Māori •

students say that the career hui and fono motivated them to stay in school.

Underpinning our services to Māori and Pasifika are our internal Māori and Pasifika strategies. The two strategies provide key priorities which shape our direction and level of engagement. key themes of our Māori and Pasifika strategies are to:

establish and maintain meaningful •

relationships and effective partnerships to increase understanding of how we can support the career aspirations of Māori and Pasifika and provide career guidance to help them achieve their potentialensure the development and nature of our •

services and resources are underpinned by professional career practice that is culturally appropriate and delivered by staff who engage with Māori and Pasifika to meet their career management aspirations and needsensure that policy, service and resource •

development is informed by research, evaluation and experience that ensures Māori and Pasifika career planning needs are effectively and appropriately met.

To support our strategic priorities, we have been active participants in and contributors to key government policy developments such as:

ka Hikitia: Māori Education Strategy •

– which specifically refers to the development of career planning models for rangatahi and their whānau Pacific Education Plan – we are contributing •

to two goals that focus on: strengthening Pasifika students’ presence and engagement in schools, and increasing Pasifika parents’, families and communities’ engagement in education and partnerships with schools that are focused on achievementThe Pacific Economic Action Plan – we are •

contributing to the education goal which aims for ‘High Pacific Achievement at all levels of the education system, resulting in a highly skilled workforce’. To assist under this goal, we have increased website content under the Pasifika section. This includes profiling Pasifika people in different fields of work. We are also assisting with the Pacific Women’s Economic development Plan by profiling more Pasifika women in our website in targeted fields of work.

3. MiGrANTS AND reFuGeeS

Our one-on-one and group career planning assistance is available to migrants and refugees who have New Zealand residency. This service contributes to the New Zealand Settlement Strategy by providing tailored career planning and labour market information for migrants and refugees to help them prepare for work. This year, we provided 55 career planning sessions in a group setting and increased our capacity to deliver 1,712 one-on-one individual sessions (a 36% increase on last year).

This year’s independent evaluation shows that 73% of migrants and refugees surveyed say that Career Services has helped them to become better prepared when applying for jobs and 73% say that we have made a difference to their confidence in finding the right job.

99% of Pasifika students and 91%

of Māori students say that the career

hui and fono motivated them to stay

in school.

CAREER SERVICES YEARLYINDEPENDENT REVIEw

73% of migrants and refugees

surveyed say that Career Services

has helped them to become better

prepared when applying for jobs.

CAREER SERVICES YEARLYINDEPENDENT REVIEw

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INTERNAL CAPABILITy

1. PeoPLe

We continue to build internal capability through enhancing our Human Resources policies, financial systems and information systems.

As outlined in our Statement of Intent 2007-2010, Career Services aims to enhance internal capability by ensuring that:

“People and organisational capacity are developed to achieve employer of choice and Best Places to Work goals.”

Our HR policies and practices are linked strategically to the State Services development goals as well as our organisational values:

State Services development goals:

Employer of Choice•

Networked State Services•

value-for-money State Services•

Coordinated State Agencies•

Accessible State Services•

Trusted State Services. •

Career Services’ ideals and values:

Resilience•

Manaaki me tiaki tangata•

Work-in-life balance.•

We aim to be an employer of choice, through aligning our policies and practices with the State Services development goals and expectations set out for all state sector organisations. Our activities in this area are underpinned by the principles of:

fairness, equity and transparency•

maximising the skills and strengths of all •

of our people to be the best they can bemaximising productivity and efficiency•

creating and maintaining a positive culture •

and quality work environmentsustaining our people and the organisation.•

2. equAL eMPLoyMeNT oPPorTuNiTieS AND GooD eMPLoyer CoMMiTMeNT

Our Equal Employment Opportunities (EEO) plan for this year has focused on:

continuing to monitor and analyse •

staff turnoverprogressing Best Places to Work •

understanding and focus with Māori and Pasifika staff continuing to support work-in-life •

decision making for staff through flexible work practices continuing to enhance the work •

environment for Māori by embedding Māori competencies.

In the 2007 Best Places to Work survey 91.7% of staff indicated that Career Services is an equal opportunities employer. This is a 4% increase from last year.

3. reCruiTMeNT AND eNGAGeMeNT

In February 2008 Career Services received the Highly Commended Public Sector award at the unlimited/JRA Best Places to Work awards. This is a new award that recognises the most successful or innovative methods that have been used to improve employee engagement. In addition, Career Services was only one of two state sector agencies to be named as finalists in the Best Places to Work awards.

Recruitment, engagement and retention are key areas of focus to ensure we have the capacity and capability to deliver our services. Staff turnover in our core workforce stands at 14.4%. This is a slight increase (3.2%) on the previous year, but is aligned with the wider Public Service rate of 14%. Overall, we have been able to maintain a full complement of staff and have generally been able to fill vacancies as they arise. We have further extended our use of online advertising to increase reach and reduce advertising costs. We use our Best Places to Work category finalist status in recruitment advertising and this is contributing to our success in attracting high quality candidates.

giving people the option to work less than full time hours has been a successful tactic in attracting quality candidates. In fact, the number of staff who work less than standard full time hours has increased (by 7 percentage points) to 26% this year.

Results of this year’s 2007 Best Places to Work survey (see right) show an improvement in how engaged our staff are with the organisation compared with the previous year. Further effort is being invested in building, maintaining and improving the engagement levels for 2008.

4. STAFF DeveLoPMeNT

Career Services encourages and supports staff to be successful in their role and career aspirations. Each staff member has a performance agreement with their manager which identifies and records areas for development and training that individual staff wish to undertake. Staff development has included supporting people to complete qualifications in their fields of work either through formal study or workplace training and assessment. In November 2007, 12 people graduated with unit standards based qualifications.

This year we have invested 4.5% of our total salary cost into staff training. This includes investment and training to ensure the successful implementation of the Customer Relationship Management system.

We have implemented a fourth capability framework (for Website Content developers) to provide a basis for capability development and career progression within roles. The framework reflects the growing complexity and sophisticated functionality of the transformed and revitalised website.

In the 2007 Best Places to Work

survey 91.7% of staff indicated

that Career Services is an equal

opportunities employer.

ENgAgEmENT PROFILE

Unlimited/JRA Best Places to Work in New Zealand Survey 2007

Career Services - BPTW 2007

Career Services - BPTW 2006

Proportions (%)

ENgAgEd

AMBIvALE

NT

dISENgAgEd

0

10

20

30

40

50

60

45.9

38.6

49.351.6

4.8

9.8

2007 BEST PLACES TO wORK SURVEY

Staff development has included supporting people to complete qualifications in their fields of work either through formal study or workplace training and assessment.

16 17

5. LeADerShiP DeveLoPMeNT

This year has seen a continued focus on developing leadership across the organisation.

A competency framework for managers was implemented to form the foundation for systematic development. Ongoing capability development of managers has been supported through:

quarterly national managers’ meetings •

for planning and trainingincorporating professional development •

into bi-monthly service delivery managers’ meetingsindividual development addressed through •

performance appraisal, development planning, and specific development activitiesexternal coaching for some managers•

in-house presentation skills training •

to support stakeholder engagement competency.

We have also expanded the number of managers nominated to receive specific support from the State Sector Leadership development Centre (LdC). All senior managers have now participated in the year-long LdC Leadership in Practice programme.

6. WorKPLACe CuLTure AND WeLLBeiNG

Our flexible employment practices this year have enabled an increased number of staff to make supported work-in-life decisions. There have been examples of people reducing working hours, changing employment type from permanent fixed hours to casual to accommodate changing life situations, changing location temporarily, and taking extended leave.

We continue to monitor organisational culture and wellbeing nationally and regionally through the unlimited/JRA Best Places to Work survey. In 2007, organisational scores improved across all areas of the survey compared to 2006.

The survey below confirms high levels of staff engagement and identifies strengths that we can continue to improve upon. Reports are used to identify areas for further development nationally. At business unit level, targeted support has been made to support improvements in leadership capability to effect change.

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INTERNAL CAPABILITy

7. eNhANCiNG AND PASiFiKA PoTeNTiAL

Career Services promotes Māori and Pasifika engagement through our Māori and Pasifika Reference groups. Our reference groups provide advice and feedback to the organisation on matters pertaining to these groups.

As we mentioned above, our Māori and Pasifika strategies provide the direction for engaging with Māori and Pasifika both externally and internally. One of the key priorities within the strategies is to:

“Ensure strong organisational capability that supports us to confidently engage with Māori and Pasifika individuals and communities to meet their career management, aspirations and needs.”

To achieve this priority, Māori competencies are now integrated into our performance management system and capability frameworks. Positive uptake of the Māori competencies training has lifted awareness for all staff and is contributing to a positive work environment for Māori. To assist staff to feel confident when engaging with Māori when delivering our services, each staff member participates in Te Reo and Tikanga and Treaty of Waitangi training.

Work with the Pasifika reference group has resulted in the development of an action plan to ensure that Pasifika staff are engaged and making the most of their career development opportunities.

8. iNForMATioN TeChNoLoGy AND SySTeMS CAPABiLiTy

In the past year we successfully implemented a Customer Relationship Management system (CRM). This will significantly assist in the integration and quality of services to clients. It will help us to identify trends and opportunities which will enable us to refine our services to better meet the needs of clients and stakeholders.

Significant improvements have also been made to improve the functionality, accessibility and quality of our website services. This work continues into the next year.

We continue to collaborate with other Education sector agencies seeking to share services and improve accessibility to education services for New Zealanders. The establishment of a service level agreement with the New Zealand qualifications Authority this year will allow us to improve the quality and comprehensiveness of our online qualifications information in the coming year.

9. riSK MANAGeMeNT

The risk management strategy provides Career Services with the ability to monitor and manage any risks in our organisation. The levels of risk are reviewed and reported each quarter under five core categories:

Strategic: relating to Career Services’ ability •

to achieve its goalsFinancial: relating to a loss of assets •

or incomeOperational: relating to ongoing •

delivery processCompliance: relates to compliance with laws, •

regulations and internal processes andReputation: relating to damage to Career •

Services’ external reputation and profile.

Our two major projects, BTATTdM and CPaBL have their own risk registers which are monitored and reported against monthly to their respective internal sponsors and project steering groups.

In addition, the Board’s Finance and Risk Committee monitor and review potential risk that may impact on the organisation’s performance and recommend appropriate action to the Board.

Career Services — BPTW 2007 Career Services — BPTW 2006

PERFORMANCE INdEx

CULTURE & vALUES

COMMON PURPOSE

COMMUNICATION & COOPERATION

yOUR TEAM

yOUR JOB

LEARNINg & dEvELOPMENT

PERFORMANCE & RECOgNITION

OvERALL PERCEPTIONS

78.475.7

80.578.8

81.580.6

77.174.6

81.577.8

77.275.7

76.471.9

68.370.5

81.377.0

One of the key priorities within the strategies is to:

“Ensure strong organisational capability that supports us to confidently engage with māori and Pasifika individuals and communities to meet their career management, aspirations and needs.”

SECTION SUmmARY

Unlimited/JRA Best Places to Work in New Zealand Survey 2007

Weighted Mean Score (%)

0 20 40 60 80 100

18 19

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ORgANISATIONAL STRUCTUREOUR PEOPLE

Size AND STruCTure

Career Services has 198 individual staff or 168.3 full time equivalents (FTEs).

Below is a breakdown of staff distribution by divisions, gender and ethnicity.

DISTRIBUTION

Service delivery

Career Resources

National Office

67%17%

16%

gENDER

Our workforce is 75% female and 25% male.

Female

Male

75% 25%

ETHNICITY

Staff breakdown by ethnicity.

New Zealand European

Maori

Other European

Pacific Peoples

Other Ethnicity

Asian

Not Stated

Middle Eastern/Latin American/African

47%

16%

13%

9%

6%

5% 3% 1%

CHIEF EXECUTIVE

Lester Oakes

DEPUTy CHIEF EXECUTIVE

Susankosmala

CAREER RESOURCESgENERAL

MANAgER

dave Johnson

INFORMATION SySTEMSgENERAL

MANAgER

Craig Le quesne

Strategic development and Planning

Marketing and Communications

Human Resources

Executive Support and

Administration

Website

Resources

Better Tertiary and Trade

Training decision Making Project

Service delivery Co-ordination

Service delivery Professional

Practice

Regional offices

Advice Line

SERVICE DELIVERygENERAL

MANAgER

Janet Brown

Finance

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gOVERNANCE PHILOSOPHy

roLe oF The BoArD

Career Services is governed by

a ministerially-appointed Board who

are responsible for:

communicating with the Minister and other •

stakeholders to ensure their views are reflected in Career Services’ planningdelegating responsibility for achievement •

of specific objectives to the Chief Executivemonitoring organisational performance •

towards achieving objectivesaccounting to the Minister on plans •

and progress against these objectivesmaintaining an effective internal •

control system.

BoArD MeMBerShiP

Board members are appointed by the responsible Minister. Appointments are made based on members having the appropriate skills and knowledge to enable the functions of the board to be carried out competently.

CoNFLiCTS oF iNTereST

The Board maintains an interests register and ensures Board members are aware of their obligation to declare interests as specified under the Crown Entities Act 2004 section 151(1)(j).

BoArD FiNANCe AND riSK CoMMiTTee

Career Services operates a finance and risk committee made up of the Finance and Risk Chair (Brent kennerley)2, two Board members and the Chief Executive. The committee is supported by the Finance Manager and the Accountant, who is its secretary. This group meets monthly (excluding January) in advance of board meetings, to provide an in-depth review of the financial reports and any board papers that have a potential organisational risk or performance impact. The committee also meets at least once a year with external auditors, independently of the officials, to obtain direct assurance concerning the financial systems and controls in Career Services.

iNTerNAL AuDiT

The Board has overall responsibility for maintaining effective internal control systems. Internal controls include the policies, systems and procedures that have been established to ensure that specific objectives will be achieved. This responsibility is acknowledged through the signed Statement of Responsibility which can be found on page 22 of this report.

Career Services has an internal audit function, which is responsible for monitoring its internal control system and the quality and reliability of financial and other information reported to the Board. Internal Audit operates independently of operational management and reports its findings directly to the Board’s Finance and Risk Committee. Internal Audit liaises closely with the external auditors, who review the internal control system to the extent necessary to support their audit opinion.

ACCouNTABiLiTy

The Board meets up to ten times per year to monitor the progress made towards its strategic objectives and to ensure that Career Services’ work and activities are aligned with Board direction.

The Board also undertakes an annual whole of board self-review through the Institute of directors in New Zealand. This enables them to evaluate specific areas such as purpose, performance, conformance and culture.

DireCTioNS iSSueD By The MiNiSTer

The ‘Letter of Expectation’ specifies the directions issued by the Minister to Career Services. No new directions were issued this financial year.

riSK MANAGeMeNT

The Board is ultimately responsible for the management of risk to Career Services. Risks are monitored on a regular basis as part of the strategic planning process. This ensures that risk management processes and strategies are reviewed and clearly outlined in the Career Services’ Statement of Intent.

LeGiSLATive CoMPLiANCe

The Board is committed to carrying out its legislative duties as outlined in the Crown Entities Act 2004.

The Chief Executive has delegated responsibilities from the Board to develop systems and programmes to identify compliance issues and ensure all staff are aware of their legislative requirements.

The Board is also responsible for ensuring that Career Services is appropriately resourced and staffed to provide the services that are outlined in our Purchase Agreement. Furthermore, the Board aims to be a good employer as defined in the State Sector Act 1988. Activities undertaken relating to the ‘good employer’ criteria are outlined in the ‘Building Capability’ and the ‘Workplace culture, and wellbeing’ sections.

2 The Chairperson for Finance and Risk is separate from the Chairperson of the Board.

The Board undertakes an annual whole of board self-review through the Institute of Directors in New Zealand. This enables them to evaluate specific areas such as purpose, performance, conformance and culture.

22 23

For the year ended 30 June 2008

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AUDIT REPORTSTATEMENT OF RESPONSIBILITy

Requirements under the Crown Entities Act 2004 section 155.

The Board and management of Career Services accept responsibility for the preparation •

of financial statements and statement of service performance and for the judgements made in them.

The Board and management is responsible for establishing and maintaining systems of internal •

control designed to provide reasonable assurance as to the integrity and reliability of financial and non-financial reporting.

In the opinion of the Board and management of Career Services, the annual financial •

statements and statement of service performance for the financial year ended 30 June 2008 fairly reflects the financial position and operations of Career Services.

kaye Turner Brent kennerley Board Chair deputy Board Chair 28 October 2008 28 October 2008

For the year ended 30 June 2008

To The reADerS oF CAreer ServiCeS’ FiNANCiAL STATeMeNTS AND STATeMeNT oF ServiCe PerForMANCe

For The yeAr eNDeD 30 juNe 2008

The Auditor-general is the auditor of Career Services. The Auditor-general has appointed me, Clare Helm, using the staff and resources of Audit New Zealand, to carry out the audit on his behalf. The audit covers the financial statements and statement of service performance included in the annual report of Career Services for the year ended 30 June 2008.

unqualified opinion

In our opinion:

•ThefinancialstatementsofCareerServicesonpages25to51:

comply with generally accepted accounting practice in New Zealand; and º

fairly reflect: º

Career Services financial position as at 30 June 2008; and•

the results of its operations and cash flows for the year ended on that date.•

•ThestatementofserviceperformanceofCareerServicesonpages52to60:

complies with generally accepted accounting practice in New Zealand; and º

fairly reflects for each class of outputs: º

its standards of delivery performance achieved, as compared with the forecast •

standards outlined in the statement of forecast service performance adopted at the start of the financial year; andits actual revenue earned and output expenses incurred, as compared with the •

forecast revenues and output expenses outlined in the statement of forecast service performance adopted at the start of the financial year.

The audit was completed on 28 October 2008, and is the date at which our opinion is expressed.

The basis of our opinion is explained below. In addition, we outline the responsibilities of the Board and the Auditor, and explain our independence.

Basis of opinion

We carried out the audit in accordance with the Auditor-general’s Auditing Standards, which incorporate the New Zealand Auditing Standards.

We planned and performed the audit to obtain all the information and explanations we considered necessary in order to obtain reasonable assurance that the financial statements and statement of service performance did not have material misstatements, whether caused by fraud or error.

Material misstatements are differences or omissions of amounts and disclosures that would affect a reader’s overall understanding of the financial statements and statement of service performance. If we had found material misstatements that were not corrected, we would have referred to them in our opinion.

The audit involved performing procedures to test the information presented in the financial statements and statement of service performance. We assessed the results of those procedures in forming our opinion.

24 25

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For the year ended 30 June 2008

STATEMENT OF FINANCIAL PERFORMANCEAUDIT REPORT

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Notes Actual Budget Actual

2007/08 2007/08 2006/07

$000 $000 $000

Revenue

Crown Revenue 2 16,793 16,793 15,216

Interest income 368 238 328

Other revenue 3 1,487 1,600 2,026

TOTAL REvENUE 18,648 18,631 17,570

Expenses

Employment costs 4 11,219 10,469 9,903

Occupancy expenses 1,106 1,031 1,045

depreciation & amortisation expense 9,10 939 1,196 989

Board fees and honorarium 19 101 104 105

Other expenses 5 5,271 5,831 5,506

TOTAL ExPENSES 18,636 18,631 17,548

NET SURPLUS/(DEFICIT) FOR THE yEAR 12 0 22

Explanations of significant variances against budget are detailed in note 25. The accompanying notes form part of these financial statements.

Audit procedures generally include:

• determiningwhethersignificantfinancialandmanagementcontrolsareworkingandcanberelied on to produce complete and accurate data;

• verifyingsamplesoftransactionsandaccountbalances;

• performinganalysestoidentifyanomaliesinthereporteddata;

• reviewingsignificantestimatesandjudgementsmadebytheBoard;

• confirmingyear-endbalances;

• determiningwhetheraccountingpoliciesareappropriateandconsistently applied; and

• determiningwhetherallfinancialstatementandstatementofserviceperformancedisclosures are adequate.

We did not examine every transaction, nor do we guarantee complete accuracy of the financial statements and statement of service performance.

We evaluated the overall adequacy of the presentation of information in the financial statements and statement of service performance. We obtained all the information and explanations we required to support our opinion above.

responsibilities of the Board and the Auditor

The Board is responsible for preparing the financial statements and statement of service performance in accordance with generally accepted accounting practice in New Zealand. The financial statements must fairly reflect the financial position of Career Services as at 30 June 2008 and the results of its operations and cash flows for the year ended on that date. The statement of service performance must fairly reflect, for each class of outputs, Career Services’ standards of delivery performance achieved and revenue earned and expenses incurred, as compared with the forecast standards, revenue and expenses adopted at the start of the financial year. The Board’s responsibilities arise from the Crown Entities Act 2004.

We are responsible for expressing an independent opinion on the financial statements and statement of service performance and reporting that opinion to you. This responsibility arises from section 15 of the Public Audit Act 2001 and the Crown Entities Act 2004.

independence

When carrying out the audit we followed the independence requirements of the Auditor-general, which incorporate the independence requirements of the Institute of Chartered Accountants of New Zealand.

In addition to the audit, we have carried out an assignment in the area of providing assurance over project management and governance, which is compatible with those independence standards.

Other than the audit and this assignment, we have no relationship with or interests in Career Services.

Clare Helm Audit New Zealand On behalf of the Auditor-general Wellington, New Zealand

Matters Relating to the Electronic Presentation of the Audited Financial Statements and Statement of Service Performance

This audit report relates to the financial statements and statement of service performance of [Name of Crown Entity] for the year ended 30 June 2008 included on the [Name of Crown Entity]’s website. The [Name of Crown Entity]’s [governing body] is responsible for the maintenance and integrity of the [Name of Crown Entity]’s website. We have not been engaged to report on the integrity of the [Name of Crown Entity]’s website. We accept no responsibility for any changes that may have occurred to the financial statements and statement of service performance since they were initially presented on the website.

The audit report refers only to the financial statements and statement of service performance named above. It does not provide an opinion on any other information which may have been hyperlinked to or from the financial statements and statement of service performance. If readers of this report are concerned with the inherent risks arising from electronic data communication they should refer to the published hard copy of the audited financial statements and statement of service performance and related audit report dated [date] to confirm the information included in the audited financial statements and statement of service performance presented on this website.

Legislation in New Zealand governing the preparation and dissemination of financial information may differ from legislation in other jurisdictions.

26 27

For the year ended 30 June 2008

STATEMENT OF CASH FLOWS

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STATEMENT OF FINANCIAL POSITIONAs at 30 June 2008

Notes Actual Budget Actual

2007/08 2007/08 2006/07

$000 $000 $000

Assets

Current assets

Cash and cash equivalents 6 3,596 3,390 3,923

debtors and other receivables 7 263 354 239

Inventories 8 44 0 59

TOTAL CURRENT ASSETS 3,903 3,744 4,221

Non-current assets

Property plant & equipment 9 828 596 945

Intangible assets 10 1,148 1,500 870

Total non-current assets 1,976 2,096 1,815

TOTAL ASSETS 5,879 5,840 6,036

Liabilities

Current liabilities

Creditors and other payables 11 965 1,470 1,358

Taxes due and payable 12 179 100 97

Employee entitlements 13 1,172 700 1,034

Provisions 14 69 70 65

TOTAL CURRENT LIABILITIES 2,385 2,340 2,554

Non-current liabilities

Employee entitlements 13 44 30 44

TOTAL LIABILITIES 2,429 2,370 2,598

NET ASSETS 3,450 3,470 3,438

Equity

general funds 3,450 3,470 3,438

TOTAL EqUITy 3,450 3,470 3,438

The accompanying notes form part of these financial statements.

STATEMENT OF CHANgES IN EqUITyFor the year ended 30 June 2008

Notes Actual Budget Actual

2007/08 2007/08 2006/07

$000 $000 $000

Balance at 1 July 26 3,438 3,470 3,416

Net surplus/(deficit) 12 0 22

TOTAL RECOgNISEd INCOME ANd ExPENSE 12 0 22

BALANCE AT 30 JUNE 3,450 3,470 3,438

The accompanying notes form part of these financial statements.

Notes Actual Budget Actual

2007/08 2007/08 2006/07

$000 $000 $000

Cash flows from operating activities

Receipts from Crown Revenue 16,793 16,793 15,216

Interest received 368 238 329

Receipts from other revenue 1,531 1,597 2,075

Payments to suppliers (7,243) (6,950) (6,450)

Payments to employees (10,773) (10,365) (9,732)

gST (net) 84 0 (28)

NET CASH FROM OPERATINg ACTIvITIES 15 760 1,313 1,410

Cash flows from investing activities

Receipts from sale of property, plant & equipment 21 — 17

Purchase of property, plant & equipment 9 (297) (500) (226)

Purchase of intangible assets 10 (811) (1,000) (141)

disposal of investment 0 0 0

NET CASH FROM INvESTINg ACTIvITIES (1,087) (1,500) (350)

Net increase/(decrease) in cash & cash equivalents (327) (187) 1,060

Plus cash & cash equivalents at beginning of year 3,923 3,577 2,863

END OF PERIOD CASH CARRIED FORWARD 6 3,596 3,390 3,923

The gST (net) component of operating activities reflects the net gST paid to the Inland Revenue department. The gST (net) component has been presented on a net basis, as the gross amounts do not provide meaningful information for financial statement purposes.

The net gST paid to the IRd includes the gST relating to investing activities.

The accompanying notes form part of these financial statements.

28 29

NOTES TO THE FINANCIAL STATEMENTS

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1 STATeMeNT oF ACCouNTiNG PoLiCieS For the year ended 30 June 2008

reporting entity Career Services is a Crown Entity in terms of the Crown Entities Act 2004 and was established under the Education Act 1989. As such Career Services’ ultimate parent is the New Zealand Crown.

Career Services’ primary objective is to provide public services to the NZ public, as opposed to that of making a financial return. Accordingly, Career Services has designated itself as a public benefit entity for the purposes of New Zealand equivalents to International Financial Reporting Standards (NZ IFRS).

The following financial statements report on the activities of Career Services for the year ended 30 June 2008 and were approved by the Board on 28 October 2008.

The trading name is Career Services rapuara and is referred to in this report as Career Services.

Basis of preparationStatement of ComplianceThe financial statements of Career Services have been prepared in accordance with the requirements of the Crown Entities Act 2004, which includes the requirement to comply with New Zealand generally accepted accounting practice (“NZ gAAP”).

The financial statements comply with NZ IFRSs and other applicable Financial Reporting Standards, as appropriate for public benefit entities.

First year of preparation under NZ IFRSThis is the first set of financial statements prepared using NZ IFRS, and comparatives for the year ended 30 June 2007 have been restated to NZ IFRS accordingly.

Reconciliations of equity and surplus/(deficit) for the year ended 30 June 2007 under NZ IFRS to the balances reported in the 30 June 2007 financial statements are detailed in note 26.

The accounting policies set out below have been applied consistently to all periods presented in these financial statements and in preparing an opening NZ IFRS statement of financial position as at 1 July 2006 for the purposes of the transition to NZ IFRS.

Measurement Basis The financial statements have been prepared on a historical cost basis.

Functional and presentation currencyThe financial statements are presented in New Zealand dollars and all values are rounded to the nearest thousand dollars ($000). The functional currency of Career Services is New Zealand dollars.

Standards, amendments and interpretations issued that are not yet effective and have not been early adopted

Standards, amendments and interpretations issued but not yet effective that have not been early adopted and which are relevant to Career Services include;

NZ IAS 1 • Presentation of Financial Statements (revised 2007) replaces NZ IAS 1 Presentation of Financial Statements (issued 2004) and is effective for reporting periods beginning on or after 1 January 2009. The revised standard requires information in financial statements to be aggregated on the basis of shared characteristics and introduces a statement of comprehensive income. The statement of comprehensive income will enable readers to analyse changes in equity resulting from non-owner changes separately from transactions with the Crown in its capacity as “owner”. The revised standard gives Career Services the option of presenting items of income and expense and components of other comprehensive income either in a single statement of comprehensive income with subtotals, or in two separate statements (a separate income statement followed by a statement of comprehensive income). Career Services intends to adopt this standard for the year ending 30 June 2010, and is yet to decide whether it will prepare a single statement of comprehensive income or a separate income statement followed by a statement of comprehensive income.

NZ specific amendment to NZ IAS 2• Inventories. In November 2007 the New Zealand Accounting Standards Review Board approved an amendment to NZ IAS 2 Inventories, which requires public benefit entities to measure inventory held for distribution at cost, adjusted when applicable for any loss of service potential. Prior to the amendment, public benefit entities were required to measure inventories held for distribution at the lower of cost and current replacement cost. Application of the amendment is mandatory for reporting periods beginning on or after 1 January 2008. Career Services will adopt the amended standard for the year ending 30 June 2009 and expects the impact of adopting the new standard to be minimal.

Significant Accounting Policies

revenue Revenue is recognised at the fair value of consideration received or receivable.

revenue from the CrownCareer Services is primarily funded through revenue received from the Crown, which is restricted in its use for the purpose of Career Services meeting its objectives as specified in the Statement of Intent.

Revenue from the Crown is recognised as revenue when earned and is reported in the financial period to which it relates.

interestInterest income is recognised using the effective interest method.

Sale of publicationsSales of publications are recognised when the product is sold to the customer.

Provision of servicesRevenue derived through the provision of services to third parties is recognised in proportion to the stage of completion at the balance sheet date. The stage of completion is assessed by measuring the services performed to date as a percentage of total services to be performed.

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Leases Career Services leases office premises. As all risks and ownership are retained by the lessor, these leases are classified as operating leases. Operating lease costs are expensed on a straight line basis over the term of the lease in the statement of financial performance.

Information about lease provisions and commitments are provided in Note 14 and Note 16 respectively.

Cash and cash equivalentsCash and cash equivalents include cash on hand and term deposits held at call with domestic registered banks with original maturities of three months or less.

Debtors and other receivables debtors and other receivables are initially measured at fair value and subsequently measured at amortised cost using the effective interest method, less any provision for impairment.

Impairment of a receivable is established when there is objective evidence that Career Services will not be able to collect amounts due according to the original terms of the receivable. Significant financial difficulties of the debtor, probability that the debtor will enter into bankruptcy, and default in payments are considered indicators that the debtor is impaired.

The amount of the impairment is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted using the original effective interest rate. The carrying amount of the asset is reduced through the use of an allowance account, and the amount of the loss is recognised in the statement of financial performance. When the receivable becomes uncollectible, it is written off against the allowance account for receivables.

investmentsAt each balance sheet date Career Services assesses whether there is any objective evidence that an investment is impaired.

Bank depositsInvestments in bank deposits are initially measured at fair value plus transaction costs.

For bank deposits, impairment is established when there is objective evidence that Career Services will not be able to collect amounts due according to the original terms of the deposit. Significant financial difficulties of the bank, probability that the bank will enter into bankruptcy, and default in payments are considered indicators that the deposit is impaired.

inventories Inventories held for distribution, or consumption in the provision of services, that are not issued on a commercial basis are measured at the lower of cost and current replacement cost. Where inventories are acquired at no cost or for nominal consideration, the cost is the current replacement cost at the date of acquisition. The replacement cost of the economic benefits or service potential of inventory held for distribution reflects any obsolescence or any other impairment. Inventories held for sale or use in the production of goods and services on a commercial basis are valued at the lower of cost and net realisable value. The cost of purchased inventory is determined using the weighted average cost method.

The write-down from cost to current replacement cost or net realisable value is recognised in the statement of financial performance in the period when the write-down occurs.

NOTES TO THE FINANCIAL STATEMENTS

Property, plant and equipmentProperty, plant and equipment asset classes consist of computer equipment, leasehold improvements, office equipment and motor vehicles.

Property, plant and equipment are shown at cost less any accumulated depreciation and impairment losses.

At each balance date Career Services reviews the useful lives and residual values of its property, plant and equipment. Assessing the appropriateness of useful life and residual value estimates of property, plant and equipment requires Career Services to consider a number of factors such as the physical condition of the asset, expected period of use of the asset by Career Services, and expected disposal proceeds from the future sale of the asset.

The carrying values of all assets are reviewed at each balance date to ensure that those values are not materially different to fair value.

AdditionsThe cost of an item of property, plant and equipment is recognised as an asset only when it is probable that future economic benefits or service potential associated with the item will flow to Career Services and the cost of the item can be measured reliably.

Where an asset is acquired at no cost, or for a nominal cost, it is recognised at fair value when control over the asset is obtained.

Disposalsgains and losses on disposals are determined by comparing the proceeds with the carrying amount of the asset. gains and losses on disposals are included in the statement of financial performance.

Subsequent costsCosts incurred subsequent to initial acquisition are capitalised only when it is probable that future economic benefits or service potential associated with the item will flow to Career Services and the cost of the item can be measured reliably.

The costs of day-to-day servicing of property, plant and equipment are recognised in the statement of financial performance as they are incurred.

Depreciation depreciation is provided on a straight-line basis on all property, plant and equipment at rates which will write off the cost of the assets to their estimated residual values over their estimated useful lives. The useful lives of the major classes of assets have been estimated as follows:

Office equipment, three to five years •

Computer systems, three to four years •

Motor vehicles, four years •

Leasehold improvements, over the useful life of the lease.•

Fixed Assets costing more than $2,500 are capitalised. All other fixed assets costing less than $2,500 are to be expensed as ‘minor assets’ in the year of purchase. These asset thresholds are reviewed annually and approved by the Board.

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NOTES TO THE FINANCIAL STATEMENTS

intangible assetsSoftware acquisition and developmentAcquired computer software licenses are capitalised on the basis of the costs incurred to acquire and bring to use the specific software.

Costs that are directly associated with the development of software for internal use by Career Services are recognised as an intangible asset. direct costs include the software development, employee costs and an appropriate portion of relevant overheads.

Staff training costs are recognised as an expense when incurred.

Costs associated with maintaining computer software are recognised as an expense when incurred.

Costs associated with the development and maintenance of Career Services’ website are recognised as an expense when incurred. Major new developments enhancing the websites service potential are capitalised.

The carrying amounts of intangible assets are disclosed in note 10.

AmortisationThe carrying value of an intangible asset with a finite life is amortised on a straight-line basis over its useful life. Amortisation begins when the asset is available for use and ceases at the date that the asset is de-recognised. The amortisation charge for each period is recognised in statement of financial performance.

The useful lives and associated amortisation rates of major classes of intangible assets have been estimated at three to four years.

impairment of non-financial assetsProperty, plant and equipment and intangible assets that have a finite useful life are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use.

value in use is the depreciated replacement cost for an asset where the future economic benefits or service potential of the asset are not primarily dependent on the asset’s ability to generate net cash inflows and where Career Services would, if deprived of the asset, replace its remaining future economic benefits or service potential.

If an asset’s carrying amount exceeds its recoverable amount, the asset is impaired and the carrying amount is written down to the recoverable amount.

Creditors and other payablesCreditors and other payables are initially measured at fair value and subsequently measured at amortised cost using the effective interest method.

Provision for employee entit lements Short-term employee entitlementsEmployee entitlements that Career Services expects to be settled within 12 months of balance date are measured at undiscounted nominal values based on accrued entitlements at current rates of pay. These include salaries and wages accrued up to balance date, annual leave earned, but not yet taken at balance date, retiring and long service leave entitlements expected to be settled within 12 months, and sick leave.

Career Services recognises a liability for sick leave to the extent that compensated absences in the coming year are expected to be greater than the sick leave entitlements earned in the coming year. The amount is calculated based on the unused sick leave entitlement that can be carried forward at balance date; to the extent Career Services anticipates it will be used by staff to cover those future absences.

Career Services recognises a liability and an expense for bonuses where it is contractually obliged to pay them.

Long-term employee entitlementsEntitlements that are payable beyond 12 months, such as long service leave and retirement leave have been calculated on an actuarial basis.

The calculations are based on:

likely future entitlements accruing to staff, based on years of service, years to entitlement, •

the likelihood that staff will reach the point of entitlement and contractual entitlements information; andthe present value of the estimated future cash flows.•

The discount rate is based on the weighted average of interest rates for government stock with terms to maturity similar to those of the relevant liabilities. The inflation factor is based on the expected long-term increase in remuneration for employees.

Superannuation schemesDefined contribution schemesObligations for contributions to kiwisaver and the State Sector Retirement Savings Scheme are accounted for as defined contribution superannuation scheme and are recognised as an expense in the statement of financial performance as incurred.

ProvisionsCareer Services recognises a provision for future expenditure of uncertain amount or timing when there is a present obligation (either legal or constructive) as a result of a past event, it is probable that expenditures will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation.

Provisions are measured at the present value of the expenditures expected to be required to settle the obligation using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the obligation. The increase in the provision due to the passage of time is recognised as a finance cost.

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NOTES TO THE FINANCIAL STATEMENTS

Goods and Services Tax (GST) All items in the financial statements are presented exclusive of gST, except for receivables and payables, which are presented on a gST inclusive basis. Where gST is not recoverable as input tax then it is recognised as part of the related asset or expense.

The net gST paid to or received from the IRd, including the gST relating to investing activities, is classified as an operating cash flow in the statement of cash flows.

Commitments and contingencies, if any, are disclosed exclusive of gST.

income TaxCareer Services is a public authority and consequently is exempt from the payment of income tax. Accordingly, no charge for income tax has been provided for.

Budget FiguresThe budget figures are derived from the statement of intent as approved by the Board at the beginning of the financial year. The budget figures have been prepared in accordance with NZ IFRS, using accounting policies that are consistent with those adopted by Career Services for the preparation of the financial statements.

Cost Allocation direct costs are charged to specific outputs based on the productive hours recorded on staff time sheets.

Indirect costs are allocated to output classes on the basis of time recorded by staff on output activities.

Definition of Terms: Productive hours are hours recorded by task and activity which make up the output classes; •

direct costs are costs which are causally linked to output classes; •

Indirect costs are all other costs which include financial and administration costs, computer •

systems and depreciation.For the year ended 30 June 2008, direct costs accounted for 75% of Career Services’ total costs (2007: 75%).

There have been no changes to the cost allocation method since the date of the last audited statements.

Critical accounting estimates and assumptionsIn preparing these financial statements Career Services has made estimates and assumptions concerning the future. These estimates and assumptions may differ from the subsequent actual results. Estimates and assumptions are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below:

Property, plant and equipment useful lives and residual valueAt each balance date Career Services reviews the useful lives and residual values of its property, plant and equipment. Assessing the appropriateness of useful life and residual value estimates of property, plant and equipment requires Career Services to consider a number of factors such as the physical condition of the asset, expected period of use of the asset by Career Services and expected disposal proceeds from the future sale of the asset.

An incorrect estimate of the useful life or residual value will impact the depreciation expense recognised in the statement of financial performance, and carrying amount of the asset in the statement of financial position.

Career Services minimises the risk of this estimation uncertainty by:physical inspection of assets;•

asset replacement programs;•

review of second hand market prices for similar assets; and•

analysis of prior asset sales.•

Career Services has not made significant changes to past assumptions concerning useful lives and residual values.

Retirement and long service leaveNote 13 provides an analysis of the exposure in relation to estimates and uncertainties surrounding retirement and long service leave liabilities.

2 reveNue FroM CroWN

Career Services has been provided with funding from the Crown for the specific purposes of Career Services as set out in its founding legislation and the scope of the relevant government appropriations. Apart from these general restrictions, there are no unfulfilled conditions or contingencies attached to government funding (2007:Nil).

2007/08 2006/07

$000 $000

Crown Revenue 16,266 15,216

Other Crown Revenue (Migrant levy funding) 527 0

TOTAL CROWN REVENUE 16,793 15,216

3 oTher reveNue

2007/08 2006/07

$000 $000

Contract services and fees 1,415 1,955

Commercial products 59 58

gain on sale of property, plant and equipment 13 13

TOTAL 1,487 2,026

during the period Career Services disposed of motor vehicles that were surplus to requirements or that were over four years old. The net gain in motor vehicle disposal was $13,000. The 2006/07 gain of $13,000 was in relation to computer equipment.

4 eMPLoyMeNT CoSTS

2007/08 2006/07

$000 $000

Salary & wages 10,025 8,772

Employer contributions to defined contributions plans 306 279

Increase/(decrease) in employee entitlements (Note 13) 138 171

Other employment costs 750 681

TOTAL 11,219 9,903

defined contributions plans include those of kiwisaver, the State Sector Retirement Savings (SSRSS) and the government Superannuation Fund (gSF).

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NOTES TO THE FINANCIAL STATEMENTS

5 oTher exPeNSeS

2007/08 2006/07

$000 $000

Audit fees for financial statement audit 36 34

Audit fees for NZ IFRS transition 10 0

Audit related fees for assurance and related services 5 5

Staff travel 628 605

Impairment of receivables (3) 0

Website development expenses 43 0

Inventories consumed 68 56

Consultancy 1,258 1,184

Additional provision make good 4 4

Communication expenses 737 714

Marketing expenditure 959 1,050

Other expenses 1,526 1,854

TOTAL OTHER EXPENSES 5,271 5,506

The audit related fees were for an independent quality assurance review of the Better Tertiary and Trade Training decision Making project.

6 CASh AND CASh equivALeNTS

2007/08 2006/07

$000 $000

Cash on hand and at bank 267 439

Cash equivalents

– term deposits 3,300 3,450

– accrued interest on term deposits 29 34

TOTAL CASH AND CASH EqUIVALENTS 3,596 3,923

In accordance with its investment policy, all Career Services term deposits are short-term with maturity dates of three months or less. Their carrying value approximates fair value. All short term deposits were either with Westpac Banking Corporation or The National Bank. At 30 June 2008 short term deposits were for an average of 64 days (2007: 81 days) with a weighted average effective interest rate of 8.55% pa (2007: 7.91%).

7 DeBTorS AND oTher reCeivABLeS

2007/08 2006/07

$000 $000

debtors

debtors 244 212

Less: Provision for impairment 0 (4)

TOTAL dEBTORS 244 208

Other Receivables

Prepayment 19 31

TOTAL OTHER RECEIvABLES 19 31

TOTAL DEBTORS AND OTHER RECEIVABLES 263 239

The carrying value of receivables approximates their fair value.

7 DeBTorS AND oTher reCeivABLeS CoNTiNueD

As at 30 June 2008 and 2007, all overdue debtors have been assessed for impairment and appropriate provisions applied, as detailed below:

Gross 2008impairment

Net Gross 2007 impairment

Net

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

Not days past due 238 0 238 191 0 191

Past days 1–30 due 0 0 0 12 12

Past days 31–60 due 2 0 2 5 0 5

Past days 61–90 due 1 0 1 0 0 0

Past days > 90 due 3 0 3 4 (4) 0

TOTAL 244 0 244 212 (4) 208

The provision for impairment has been calculated based on expected losses for Career Services’ pool of debtors.

Expected losses have been determined based on an analysis of Career Services’ losses in previous periods, and review of specific debtors.

At 30 June 2008 Career Services has identified no insolvent debtors (2007: nil).

Movements in the provision for impairment of receivables are as follows:

Actual Actual

2008 $000

2007 $000

Balance at 1 July 4 4

Additional provisions made during the year (note 7) 0 (1)

Receivables recovered/written off during period (4) 1

BALANCE AT 30 JUNE 0 4

8 iNveNTorieS

Actual Actual

2008 2007

$000 $000

Inventory held for the use in the provision of goods and services 44 59

TOTAL INVENTORIES 44 59

The write down of inventories held for distribution amounted to $2,565 (2007: nil). No inventories are pledged as security for liabilities.

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NOTES TO THE FINANCIAL STATEMENTS

9 ProPerTy PLANT AND equiPMeNT

office equipment

Computer Systems

Motor vehicles

Leasehold improvements

ToTAL

$000 $000 $000 $000 $000

Cost or valuation

BALANCE AT 1 JULy 2006 471 1,210 740 297 2,718

Additions 45 150 0 31 226

disposals and adjustments (22) (125) 0 0 (147)

Balance at 30 June 2007 494 1,235 740 328 2,797

BALANCE AT 1 JULy 2007 494 1,235 740 328 2,797

Additions 0 263* 34 0 297

disposals and adjustments (14) (90) (64) 0 (168)

Balance at 30 June 2008 480 1,408 710 328 2,926

Accumulated Depreciation and impairment losses

BALANCE AT 1 JULy 2006 257 863 193 219 1,532

depreciation expense 102 208 124 27 461

Eliminate on disposal (21) (120) 0 0 (141)

BALANCE AT 30 JUNE 2007 338 951 317 246 1,852

Balance at 1 July 2007 338 951 317 246 1,852

depreciation expense 101 156 114 35 406

Eliminate on disposal (14) (90) (56) 0 (160)

BALANCE AT 30 JUNE 2008 425 1,017 375 281 2,098

Carrying Amounts

At 1 July 2006 214 347 547 78 1,186

At 30 June and 1 July 2007 156 284 423 82 945

At 30 June 2008 55 391 336 46 828

*This includes work in progress for the Government Shared Network (GSN) of $77,881. After balance date, Career Services decided to postpone joining the GSN and the investment of $77,881 will be recovered.

Property, plant and equipment asset classes consist of computer equipment, leasehold improvements, office equipment, and motor vehicles.

Career Services does not own land or buildings and does not carry out revaluations.

There are no restrictions over the title of Career Services’ property plant and equipment, nor are these assets pledged as security for liabilities.

10 iNTANGiBLe ASSeTS

Acquired software

Total

$000 $000

Cost

BALANCE AT 1 JULy 2006 2,134 2,134

Additions 141 141

disposals (115) (115)

Balance at 30 June 2007 2,160 2,160

Balance at 1 July 2007 2,160 2,160

Additions 811* 811

disposals 0 0

BALANCE AT 30 JUNE 2008 2,971 2,971

Accumulated amortisation and impairment losses

Balance at 1 July 2006 877 877

Amortisation expense 528 528

disposals (115) (115)

Impairment losses 0 0

Balance at 30 June 2007 1,290 1,290

Balance at 1 July 2007 1,290 1,290

Amortisation expense 533 533

disposals 0 0

Impairment losses 0 0

BALANCE AT 30 JUNE 2008 1,823 1,823

Carrying Amounts

At 1 July 2006 1,257 1,257

At 30 June and 1 July 2007 870 870

At 30 June 2008 1,148 1,148

*This includes work in progress on Career Services website of $307,171 and $26,140 for the accounting system.

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

11 CreDiTorS AND oTher PAyABLeS

Actual Actual

2008 2007

$000 $000

Creditors 595 1,017

Income in advance 101 13

Accrued expenses 269 328

TOTAL CREDITORS AND OTHER PAyABLES 965 1,358

Creditors and other payables are non-interest bearing and are normally settled on 30-day terms, therefore the carrying value of creditors and other payables approximates their fair value.

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NOTES TO THE FINANCIAL STATEMENTS

12 TAxeS Due AND PAyABLe

Actual Actual

2008 2007

$000 $000

Fringe Benefit Tax 14 16

gST 165 81

TOTAL 179 97

13 eMPLoyee eNTiTLeMeNTS

Actual Actual

2008 2007

$000 $000

Current employee entitlements are represented by:

Accrued salaries and wages 400 329

Annual leave 669 602

Sick leave 33 25

Retirement and long service leave 70 78

TOTAL CURRENT PORTION 1,172 1,034

Non-current employee entitlements are represented by:

Retirement and long service leave 44 44

1,216 1,078

The present value of the retirement and long service leave obligations depend on a number of factors that are determined on an actuarial basis using a number of assumptions. Two key assumptions used in calculating this liability include the discount rate and the salary inflation factor. Any changes in these assumptions will impact on the carrying amount of the liability.

In determining the appropriate discount rate Career Services considered the interest rates on NZ government bonds which have terms to maturity that match, as closely to possible, the estimated future cash outflows. The salary inflation factor has been determined after considering historical salary inflation patterns.

The salary inflation factor used is 5%; the discount rate is 5.75% (5.75% 2007).

If the discount rate were to differ by 1% from Career Services’ estimates, with all other factors held constant, the carrying amount of the liability would be an estimated $1,881 higher/lower.

If the salary inflation factor were to differ by 1% from Career Services’ estimates, with all other factors held constant, the carrying amount of the liability would be an estimated $1,767 higher/lower.

14 ProviSioNS

Actual Actual

2008 2007

$000 $000

Current provisions are represented by:

Lease make-good 69 65

TOTAL PROVISIONS 69 65

Movement for Lease make-good provision is as follows:

Total

2007

Balance at 1 July 61

Additional provisions made 0

discount unwind 4

BALANCE AT 30 JUNE 65

2008

Balance at 1 July 65

Additional provisions made 4

discount unwind 0

BALANCE AT 30 JUNE 69

Lease make-good In respect of a number of its leased premises, Career Services is required at the expiry of the lease term to make good any damage caused to the premises from installed fixtures and fittings and to remove any fixtures or fittings installed by Career Services. In many cases, Career Services has the option to renew these leases, which impacts on the timing of expected cash outflows to make good the premises. The cash-flows associated with the lease make-good provision are expected to occur in 31 July 2012.

Information about Career Services’ leasing arrangements is disclosed in note 16.

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NOTES TO THE FINANCIAL STATEMENTS

15 reCoNCiLiATioN oF NeT SurPLuS/(DeFiCiT) To NeT CASh FroM oPerATiNG ACTiviTieS

Actual Actual

2008 2007

$000 $000

Net Surplus/(deficit) 12 22

Add /(less) non cash items:

depreciation and amortisation expenses 939 989

Increase/(decrease) in bad and doubtful debts (4) (1)

Increase/(decrease) in non-current employee entitlements 0 5

TOTAL NON-CASH ITEMS 935 993

Add/(less) item classified as investing activity:

(gains)/Losses on sale of property, plant and equipment (13) ( 13)

TOTAL ITEMS CLASSIFIEd AS INvESTINg ACTIvITIES (13) (13)

Add/(less) movements in working capital items: (20) 58

(Increase)/decrease in accounts receivable

(Increase)/decrease in inventories 15 (13)

Increase/(decrease) in revenue in advance 89 (16)

Increase/(decrease)/increase in operating accounts payable (481) 240

Increase/(decrease) in gST 84 (28)

Increase/(decrease) in taxes payable (2) (3)

Increase/(decrease) in current employee entitlements 138 166

Increase/(decrease) in provisions 3 4

NET MOvEMENTS IN WORkINg CAPITAL ITEMS (174) 408

NET CASH FROM OPERATINg EXPENSES 760 1,410

16 CAPiTAL CoMMiTMeNTS AND oPerATiNG LeASeSCapital CommitmentsCareer Services did not have any capital commitments at 30 June 2008.

Operating leases as lesseeThe future aggregate minimum lease payments to be paid under non-cancellable operating leases are as follows:

Actual Actual

2007/08 2006/07

$000 $000

Not later than one year • 511 738

Later than one year and not later than five years • 352 591

Later than five years • 0 0

Total non-cancellable operating leases• 863 1,329

Career Services has fifteen property leases. None have been sublet.

For the purposes of calculating the non-cancellable operating leases commitment the renewal date has been used as the final date.

Career Services does not have the option to purchase these assets at the end of the lease term.

There are no restrictions placed on Career Services by any of its leasing arrangements.

17 CoNTiNGeNCieSContingent LiabilitiesThere were no contingent liabilities at 30 June 2008 (2007: nil).

Contingent AssetsCareer Services has no contingent assets (2007 nil).

18 reLATeD PArTy TrANSACTioNS AND Key MANAGeMeNT PerSoNNeL

Related party transactionsCareer Services is a wholly owned entity of the Crown. The government significantly influences the role of Career Services in addition to being its major source of revenue.

Career Services enters into transactions with government departments, state-owned enterprises and other Crown entities. Those transactions that occur within a normal supplier or client relationship on terms and conditions no more or less favourable than those which it is reasonable to expect Career Services would have adopted, if dealing with that entity at arm’s length in the same circumstances have not been disclosed as related party transactions.

Contracts with the Ministry of Education were for $16.793m (2007: $15.216m) which was 90% of total revenue for the year ended 30 June 2008 (2007: 86.6%).

Other than those described above, there have been no transactions between Career Services and any related parties.

key Management personnel compensation

Actual Actual

2007/08 2006/07

$000 $000

Salaries and other short-term employee benefits 1,064 1,021

Post-employment benefits 0 0

Other long-term benefits 0 0

Termination benefits 0 0

TOTAL kEy MANAgEMENT PERSONNEL 1,064 1,021

key management personnel include all board members, the Chief Executive and the remaining 5 members of the Senior Management Team.

19 BoArD MeMBer reMuNerATioNThe total value of remuneration paid or payable to each Board member during the year was:

Actual Actual

2007/08 2006/07

$000 $000

k Turner (Chairperson) 26 20

P Mckelvey 0 12

A graves 12 11

M Lips-Wiersma 12 11

B kennerley 15 15

T McNaughton 12 12

T Wehipeihana-Wilson 12 12

C Pascoe 12 12

TOTAL 101 105

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NOTES TO THE FINANCIAL STATEMENTS

There have been no payments made to committee members appointed by the Board who are not Board members during the financial year.

Career Services has not provided any indemnity during the financial year to any member, office holder or employee.

Career Services has effected directors and Officers Liability cover during the financial year in respect of the liability or costs of Board members and employees.

No Board members received compensation or other benefits in relation to cessation (2007: nil).

20 eMPLoyee reMuNerATioN

Number of employees

Number of employees

2008 2007

Total remuneration paid or payable

100,000 – 109,999 2 1

110,000 – 119,999 1 1

120,000 – 129,999 1 0

130,000 – 139,999 0 2

140,000 – 149,999 2 0

240,000 – 249,999 0 1

270,000 – 279,999 1 0

TOTAL EMPLOyEES 7 5

Compensation to Employees:during the year ended 30 June 2008, a payment of $4,000 (2007: Nil) was paid to one employee (2007: none) whose employment was terminated by mutual agreement during the year.

21 eveNTS AFTer BALANCe SheeT DATeThere were no significant events after the balance sheet date.

22 CATeGorieS oF FiNANCiAL ASSeTS AND LiABiLiTieSThe carrying amounts of financial assets and liabilities in each of the NZ IAS 39 categories are as follows:

Actual Actual

2008 2007

$000 $000

Loans and Receivables

Cash and cash equivalents (note 6) 3,596 3,923

debtors and other receivables (note 7) 263 239

TOTAL LOANS AND RECEIVABLES 3,859 4,162

Financial liabilities measured at amortised cost

Creditors and other payables (note 11) 965 1,358

TOTAL FINANCIAL LIABILITIES MEASURED AT AMORTISED COST 965 1,358

23 FiNANCiAL iNSTruMeNT riSKSCredit riskIn the normal course of its business Career Services incurs credit risk from trade debtors and transactions with financial institutions. There are no significant concentrations of credit risk. Career Services has a credit and debt collection policy which is used to manage this exposure.

Career Services places funds on short term deposits with registered banks.

The fair value of other financial instruments is equivalent to the carrying amount disclosed in the Statement of Financial Position.

Interest rate riskCareer Services has no significant exposure to interest rate risk.

Particular investments and exposure to any one financial institution is limited and in accordance with Career Services investment policy.

Liquidity riskLiquidity risk is the risk that Career Services will encounter difficulty raising liquid funds to meet commitments as they fall due. Prudent liquidity risk management implies maintaining sufficient cash, the availability of funding through an adequate amount of committed credit facilities and the ability to close out market positions. Career Services aims to maintain flexibility in funding by keeping committed credit lines available.

In meeting its liquidity requirements, Career Services maintains a target level of investments that must mature within three months or less.

The table below analyses Career Services financial liabilities into relevant maturity groupings based on the remaining period at the balance sheet date to the contractual maturity date.

Less than 6 months Between 6 months and 1 year

Between 1 and 5 years

$000 $000 $000

2007

Creditors and other payables 1,358 0 0

TOTAL 1,358 0 0

2008

Creditors and other payables 965 0 0

TOTAL 965 0 0

24 CAPiTAL MANAGeMeNTCareer Services’ capital is its equity, which comprises of accumulated funds and retained earnings. Equity is represented by net assets.

Career Services is subject to the financial management and accountability provisions of the Crown Entities Act 2004, which impose restrictions in relation to borrowings, acquisition of securities, issuing guarantees and indemnities and the use of derivatives.

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

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NOTES TO THE FINANCIAL STATEMENTS

25 exPLANATioN oF SiGNiFiCANT vAriANCeS AGAiNST BuDGeTExplanations for significant variations from Career Services budgeted figures in the Statement of Intent are as follows:

Soi Budget Actual variance

$000 $000 $000

Capital Expenditure 1,500 1,108 392

depreciation and amortisation expense 1,196 939 257

Interest 238 368 130

Employment costs 10,469 11,219 750

The under spend on capital was mainly caused by budgeted leasehold improvements that didn’t eventuate and a deferral to the next financial year of replacing office equipment. This was also the main cause for the variance on depreciation.

The variance on interest was due to the under spend on capital, and the timing of capital investments (mainly in the last quarter of the financial year). Interest rates were higher than expected.

The variance in employment cost was mainly due to an increase in staff due to increased activity.

26 exPLANATioN oF TrANSiTioN To Nz iFrSTransition to NZ IFRSAs stated in note 1, these are Career Services’ first financial statements to be prepared in accordance with NZ IFRS. Career Services’ transition date is 1 July 2006 and the opening NZ IFRS balance sheet has been prepared as at that date. Career Services’ NZ IFRS adoption date is 1 July 2007.

Exemptions from full retrospective application elected by Career ServicesIn preparing these financial statements in accordance with NZ IFRS 1, Career Services has not applied any optional exemptions to full retrospective application of NZ IFRS.

The only mandatory exception from retrospective application that applies to Career Services is the requirement for estimates under NZ IFRS at 1 July 2006 and 30 June 2007 to be consistent with estimates made for the same date under previous NZ gAAP.

Reconciliation of equityThe following table shows the changes in equity, resulting from the transition from previous NZ gAAP to NZ IFRS as at 1 July 2006 and 30 June 2007.

1 july 2006 30 june 2007

Notes PreviousNz GAAP

effect onTransition

Nz iFrS

Nz iFrS

PreviousNz GAAP

effect onTransition

Nz iFrS

Nz iFrS

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

Assets

Current Assets

Cash and cash equivalents a 2,836 (773) 2,063 3,889 34 3,923

Other investments a 0 800 800 0 0 0

debtors and other receivables b 285 0 285 208 0 208

Prepayments 10 0 10 31 0 31

Inventories c 0 46 46 0 59 59

Interest accrued a 27 (27) 0 34 (34) 0

TOTAL CURRENT ASSETS 3,158 46 3,204 4,162 59 4,221

Non-Current Assets

Property plant & equipment d 2,442 (1,258) 1,184 1,815 (870) 945

Intangible assets e 0 1,258 1,258 0 870 870

Total Non-Current 2,442 0 2,442 1,815 0 1,815

TOTAL ASSETS 5,600 46 5,646 5,977 59 6,036

Liabilities

Current Liabilities

Creditors and other payables 1,133 0 1,133 1,358 0 1,358

Taxes due and payable 129 0 129 97 0 97

Employee entitlements f 845 23 868 1,009 25 1,034

Provisions g 0 61 61 0 65 65

TOTAL CURRENT LIABILITIES 2,107 84 2,191 2,464 90 2,554

Non-Current Liabilities

Employee entitlements 39 0 39 44 0 44

TOTAL NON-CURRENT LIABILITIES 39 0 39 44 0 44

TOTAL LIABILITIES 2,146 84 2,230 2,508 90 2,598

Net Assets 3,454 (38) 3,416 3,469 (31) 3,438

Equity 3,454 (38) 3,416 3,469 (31) 3,438

general funds h 3,454 (38) 3,416 3,469 (31) 3,438

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NOTES TO THE FINANCIAL STATEMENTS

26 exPLANATioN oF TrANSiTioN To Nz iFrS CoNTiNueD

Explanatory Notes – Reconciliation of equity

a. Cash and cash equivalents All term deposits – including accrued interest – with maturities of up to three months have been reclassified as cash and cash equivalents.

b. Debtors and other receivablesUnder previous NZ gAAP Career Services applied a general provision for doubtful debts to all debtors over 90 days old. NZ IFRS requires Career Services to measure the provision for doubtful debts based on objective evidence that Career Services will not be able to collect the amounts owing.

This change has not made any impact in the provision for doubtful debts.

c. InventoriesInventories held for distribution, or consumption in the provision of services, are measured at the lower of cost and current replacement cost. These were not recognised as inventories under previous NZ gAAP.

d. Property, plant and equipmentThe adjustments to property, plant and equipment are as follows:

1 july 30 june

2006 2007

$000 $000

Computer equipment 0 (870)

Intangible assets (note e) 0 870

TOTAL ADJUSTMENTS TO PROPERTy, PLANT AND EqUIPMENT 0 0

Under previous NZ gAAP, computer software were classified as property, plant and equipment, they have now been reclassified as intangible assets.

e. Intangible assetsComputer software has been reclassified as an intangible asset. It was previously classified as property, plant and equipment (see note d above).

f. Employee entitlements – Sick leaveSick leave was not recognised as a liability under previous NZ gAAP. NZ IAS 19 requires Career Services to recognise employees’ unused sick leave entitlement that can be carried forward at balance date, to the extent Career Services anticipates it will be used by staff to cover future absences.

g. ProvisionsNZ IFRS requires a provision for costs associated with lease reinstatements (make good clauses).

h. general funds The adjustments to general funds are as follows:

1 july 30 june

2006 2007

$000 $000

Sick leave provision (note f) (23) (25)

Lease make good provision (note g) (61) (65)

Inventory (note c) 46 59

TOTAL (38) (31)

Reconciliation of surplus for the year ending 30 June 2007The following table shows the changes in Career Services surplus, resulting from the transition from previous NZ gAAP to NZ IFRS for the year ending 30 June 2007.

Notes Previous Nz GAAP

effect onTransition

Nz iFrS

Nz iFrS

$000 $000

Income

Income from Crown 15,216 0 15,216

Interest income 328 0 328

Other revenue 2,026 0 2,026

TOTAL INCOME 17,570 0 17,570

Expenses

Employment costs a 9,901 2 9,903

Occupancy expenses b 1,041 4 1,045

depreciation & amortization expenses

Property, plant & equipment • c 989 (528) 461

Intangible assets• d 0 528 528

Board fees and honorarium 105 0 105

Other expenses e 5,519 (13) 5,506

TOTAL ExPENSES 17,555 (7) 17,548

SURPLUS 15 7 22

Explanatory notes — Reconciliation of surplus

a. Employment costsThis represents the increase in the sick leave provision, which was not recognised under previous NZ gAAP.

b. Occupancy expensesIAS 37 Contingent Liabilities and Contingent Assets requires Career Services to allow for provisions to make good losses regarding existing premises in National Office. There have been no such provisions prior to the 2006-07 year.

c. & d. Depreciation and amortisation expense Acquired software that have been classified as Computer Systems under NZ gAAP have been reclassified as intangible assets. This decreased the depreciation expense but conversely increased the amortisation expense.

e. Other expenses This represents change in the measurement basis of Inventories on transition to NZ IFRS, which has impacted on the movement in the amount of Inventories recognised in the statement of financial performance by $13,000.

Statement of cash flowsOn transition to NZ IFRS the statement of cash flow presents the increase and decrease between depreciation expense for property, plant & equipment and amortisation expense for Intangible assets.

It also presents the decrease in opening cash due to term deposits greater than three months maturity that have been classified as Investments under the old NZ gAAP.

These reclassification changes have not had any impact on the statement of cash flow for the year ended 30 June 2007.

All term deposits are now up to three months maturity as per Career Services’ Investment policy and are now included as part of cash and cash equivalents including accrued interest.

There have been no other adjustments to the statement of cash flows for the year ended 30 June 2007, on transition to NZ IFRS.

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For the year ended 30 June 2008

CONSOLIDATED STATEMENT OF COST OF SERVICES

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CONSOLIDATED STATEMENT OF COST OF SERVICES

ouTPuT CLASS 1 Services purchased by the Minister of Education

Actual Budget Actual

2007/08 2007/08 2006/07

$000 $000 $000

Output 05:1 Self-help resources

Revenue 3,709 3,709 3,845

Expenditure 3,384 3,709 3,567

SURPLUS/(DEFICIT) 325 nil 278

Output 05:2 Personal assistance

Revenue 9,241 9,241 7,992

Expenditure 9,308 9,241 8,080

SURPLUS/(DEFICIT) (67) nil (88)

Output 05:3 Education and awareness

Revenue 3,843 3,843 3,379

Expenditure 4,083 3,843 3,490

SURPLUS/(DEFICIT) (240) nil (111)

ouTPuT CLASS 1 CoNSoLiDATeD

Actual Budget Actual

2007/08 2007/08 2006/07

$000 $000 $000

All Ministry Outputs

Revenue 16,793 16,793 15,216

Expenditure 16,775 16,793 15,137

SURPLUS/(DEFICIT) 18 nil 79

ouTPuT CLASS 2

Actual Budget Actual

2007/08 2007/08 2006/07

$000 $000 $000

Career planning and related services

Revenue 1,487 1,600 2,728

Expenditure 1,861 1,838 3,008

SURPLUS/(DEFICIT) (374) (238) (280)

ouTPuT CLASSeS CoNSoLiDATeD

Actual Budget Actual

2007/08 2007/08 2006/07

$000 $000 $000

All Outputs

Revenue 18,280 18,393 17,229

Expenditure 18,636 18,631 17,555

SURPLUS/(dEFICIT) (356) (238) (326)

NET NON-OUTPUT RELATEd REvENUE 368 238 341

SURPLUS/(DEFICIT) AS PER THE STATEMENT OF FINANCIAL PERFORMANCE

12 nil 15

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STATEMENT OF SERVICE PERFORMANCEFor the year ended 30 June 2008 OUTPUT CLASS 05: Provision of Information and Advisory Services

ouTPuT 5.1 SeLF-heLP

Self-help resources, including web-based assistance (information and tools), will assist people to understand themselves and the New Zealand labour market, explore training and career opportunities and develop career plans.

This output consists of one deliverable which has a quality, quantity, timeliness and outcome measure.

Deliverable

1. Web-based assistance will:

provide up-to-date, comprehensive and accurate labour market, job, course and training •

information,provide access to online career tools, and •

reflect Career Services’ work in life approach to decision making.•

Measures Performance measures (as specified in Statement of Intent 2007-2010)

Result at 30 June 2008 Comment

quality:

Website reflects New Zealand’s national identity and meets the needs of a diverse audience.

quality assurance processes in place to ensure that information for targeted groups is presented in an appropriate format and style and users’ needs and expectations are captured and fed into resources and website development.

quality assurance processes to ensure that information for targeted groups is presented in an appropriate format and style to meet users needs include: site-wide style guide, interviewing guidelines, online feedback tool, and ongoing training for Website Content developers to ensure that they have the necessary skills to engage with our targeted groups and that the information is relevant to our targeted groups.

Ongoing activity.

Website is appropriately linked to external quality assurance and other career-related information sources.

Content is informed by wider government initiatives, is up-to-date, comprehensive, accurate and reflects Career Services’ work-in-life approach to decision making.

Our website team has worked collaboratively with external agencies such as Industry Training Organisations, tertiary institutions and government agencies to update information on the website to ensure consistency and accuracy with government initiatives and that it reflects Career Services’ work-in-life approach. All jobs include links to career related organisations.

Ongoing process.

Processes in place.

Online career tools are informed by user needs and feedback.

quality assurance processes in place to ensure that information is continually reviewed and updated.

A project to improve the usability of our site including our online tools is currently underway. An online survey was also undertaken to gather user feedback on how to improve our tools. A new package (google Analytics) was introduced on 1 July 2008 to better capture information about our users.

Ongoing process.

Timeliness:

All information is up-to-date, comprehensive and accurate.

quality assurance processes in place to ensure that information is continually reviewed and updated.

guidelines have been developed to ensure that before publishing we check all of our content with interviewees and/or relevant experts to ensure that it is accurate.

Achieved.

quantity:

Number of visits from New Zealand based people accessing web-based career information and tools (including ‘Pathfinder’).

500,000 – 600,000. 726,260.

Includes ‘Pathfinder’ registrations of: 24,956.

Achieved.

Outcome measure:

People using web-based assistance (information and tools) were, as a result, either:

aided in their decision •

making, orable to identify a good •

match between career/job choice and personal skills and interests, orable to work out the next •

step necessary in planning their career or training.

75%. 93%. Achieved.

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For the year ended 30 June 2008 OUTPUT CLASS 05: Provision of Information and Advisory Services CoNTiNueD

STATEMENT OF SERVICE PERFORMANCE

3. Customised career planning assistance in a group setting is provided to those who are identified as having particular career needs that are most effectively addressed in a group environment. These include:

at risk secondary students (including Māori and Pasifika students)•

migrants and refugees, and•

prospective tertiary students.•

Measures Performance measures (as specified in Statement of Intent 2007-2010)

Result at 30 June 2008 Comment

quality:

Service provided is of a high quality and is adapted to respond to groups’ personal needs and expectations.

quality assurance processes in place to ensure quality service and to monitor client satisfaction and timeliness.

quality assurance and timeliness guidelines has been finalised for these groups and supported by the CRM, and Training quality Standards Manual.

Achieved.

Timeliness:

Responses to requests for customised career planning in a group setting are timely.

quality assurance processes in place to ensure quality service and to monitor client satisfaction and timeliness.

See above statement. Achieved.

quantity:

People who receive customised career planning assistance (group setting) include:

at risk secondary students •

(including Māori and Pasifika students)migrants and refugees•

prospective tertiary •

studentsother groups.•

4,300-4,900.

50 group sessions.On demand.

On demand.

See above statement.

4,988.

55.27.

9.

Achieved.

Achieved.

Achieved.

Outcome measure:

People receiving customised career planning assistance (group setting), as a result, have either:

identified their own skills •

and interests, orare better informed of •

appropriate career and training opportunities and how to access them.

85%. 99%. Achieved.

ouTPuT 5.2 PerSoNAL ASSiSTANCe

Personal assistance will help people to interpret and apply career-related information in their own work-in-life context. Personal assistance will be in the form of information and/or advice or customised career planning either in a group setting or one-to-one.

This output consists of several deliverables which are encompassed by quality, quantity, timeliness and outcome measures.

Deliverables

2. Information and/or advice is provided through a range of access channels and modes of delivery to ensure wide coverage and maximum accessibility. These include phone, email, online chat, texting, and in person.

Measures Performance measures (as specified in Statement of Intent 2007-2010)

Result at 30 June 2008 Comment

quality:

Service provided is of a high quality and is adapted to respond to individuals’ personal needs and expectations.

quality assurance processes in place to ensure quality service and to monitor client satisfaction and timeliness.

A quality assurance and timeliness guide has been finalised for delivery on the Output Agreement. Other processes in place to ensure quality assurance include the;

CRM manual, and•

Training quality Standards •

Manual.

Ongoing process.

Timeliness:

Responses to requests for personal assistance (information and advice) are timely.

quality assurance processes in place to ensure quality service and to monitor client satisfaction and timeliness.

See above comment. Ongoing process.

quantity:

Number of people who receive personal assistance e.g. by phone, online (chat or e-mail) or in person.

60,000-70,000. 66,222. Achieved.

Outcome Measure:

People using web-based assistance (information and tools), were, as a result, either:

aided in their decision •

making, orable to identify a good •

match between career/job choice and personal skills and interests, orable to work out the next •

step necessary in planning their career or training.

75%. 88%. Achieved.

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For the year ended 30 June 2008 OUTPUT CLASS 05: Provision of Information and Advisory Services CoNTiNueD

STATEMENT OF SERVICE PERFORMANCE

5. Career Services will progressively roll out a suite of services and resources for young New Zealanders and their influencers as part of the Better Tertiary and Trade Training Decision Making (BTATTDM) initiative.

Measures Performance measures (as specified in Statement of Intent 2007-2010)

Result at 30 June 2008 Comment

Update on high-level •

design of initiative2.

Progress with pilot •

programmes, and

Linkages to wider •

government and stakeholder engagement.

Update provided quarterly. See footnote 2.•

All project milestones for •

the 2007/08 year have been completed.

Prior to designing and •

developing our targeted section, our team consulted with a range of government agencies as well as holding focus groups with parents, family and whānau on the following; NCEA qualifications, labour market information and career conversation starters.

BTATTdM is a four-year initiative which began in 2006-07. The initiative has its own key success measures which are monitored and reported against outside of the Statement of Intent reporting cycle.

ouTPuT 5.3 eDuCATioN AND AWAreNeSS

Education and awareness activities will raise the profile of career information, advice and guidance (CIAg) amongst key stakeholders (including government) and influencers (the wider community) as well as developing the knowledge and skills for career education and planning within schools. This will lead to a greater appreciation of the way in which CIAg contributes to better economic, education and social outcomes. key stakeholders and influencers will, in addition, be able to signpost others to appropriate CIAg services.

This output consists of several deliverables which are encompassed by quality, quantity, timeliness and outcome measures.

4. Customised one-to-one career planning assistance is provided to those who are most in need of focused intervention to help them self-manage their career.

Measures Performance measures (as specified in Statement of Intent 2007-2010)

Result at 30 June 2008 Comment

quality:

Service provided is of a high quality and is adapted to respond to individuals’ personal needs and expectations.

quality assurance processes in place to ensure quality service and to monitor client satisfaction and timeliness.

quality assurance and timeliness guide completed for delivery on the Output Agreement. Other processes in place to ensure quality assurance include the;

CRM manual, and•

Training quality Standards •

Manual.

Achieved.

Timeliness:

Responses to requests for customised one-to-one career planning are timely.

quality assurance processes in place to ensure quality service and to monitor client satisfaction and timeliness.

See above comment. Achieved.

quantity:

Number of people who receive customised one-on-one career planning assistance. (Note: this includes migrants and refugees.)

6,650 – 7,300. 6,913. Achieved. This includes 1,712 migrants and refugee clients.

Outcome Measure:

People receiving customised one-to-one career planning assistance, as a result, are either:

aware of relevant career •

and learning pathways in their own work in life context, orable to manage their •

careers by themselves in the future.

75%. 90%. Achieved.

2 The high level design was signed off by project sponsors on 30 June 2007. In 2007/08, 17 of the 30 concepts that make up the high level design will be developed further.

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Deliverable

7. Assistance to schools under the Creating Pathways and Building Lives (CPaBL) initiative to develop a school-wide approach to career education within the context of an agreed Professional Support Agreement.

8. Customised advice and professional development assistance to school governance, management, careers advisors and teaching staff to support development and implementation of career education programmes and policies that meet National Administration guidelines.

9. A range of online and paper resources to support career education in schools and a range of professional resources produced to enhance delivery to schools.

Measures Performance measures (as specified in Statement of Intent 2007-2010)

Result at 30 June 2008 Comment

Timeliness:

Services to schools and resource production are timely.

quality assurance processes in place to ensure quality service and to monitor client satisfaction and timeliness.

A quality assurance and timeliness guide has been finalised for delivery on the Output Agreement. Other processes in place to ensure quality assurance include the;

CRM manual, and•

Training quality Standards •

Manual.

Ongoing process.

quantity:

In-depth assistance to 100 schools as part of CPaBL initiative (in the form of professional development and ongoing advice and support).

Customised advice and assistance and professional development assistance will be made available to all remaining state and state-integrated secondary schools.

A range of online, electronic and paper resources to support career education in schools is provided.

quality assurance processes in place to ensure quality service and to monitor client satisfaction and timeliness.

275 – 325 schools.

Update provided quarterly on resource production.

quality assurance manual has been completed by the CPaBL working group to ensure quality and timeliness.

513. (assistance to schools under this deliverable includes both individual and delivery to clusters of schools.)

quarter updates were provided.

Achieved.

Achieved.

Achieved.

Outcome measure:

Schools receiving customised advice and professional development assistance have, as a result, an improved capability to plan and implement effective career education programmes.

85%. 66%. Not achieved3 .

For the year ended 30 June 2008 OUTPUT CLASS 05: Provision of Information and Advisory Services CoNTiNueD

STATEMENT OF SERVICE PERFORMANCE

3The main reason for not meeting this target was in-depth support to 100 CPaBL schools in addition to the work already underway, having a negative impact on the work with non-CPaBL schools.

Deliverable

6. key stakeholders and influencers are provided with information sessions. key stakeholders include: business groups, employers and unions and government agencies. Influencers include: Parents, caregivers and family, iwi, and leaders and key contacts within migrant and refugee communities.

Measures Performance measures (as specified in Statement of Intent 2007-2010)

Result at 30 June 2008 Comment

quality:

Appropriate networks and contacts at the national and regional levels are maintained and monitored.

Service provided is of a high quality and is adapted to respond to key stakeholders and influencers’ needs and expectations.

Processes in place to prioritise needs of key stakeholders and influencers in line with strategic direction of Career Services.

quality assurance processes in place to ensure quality service and to monitor client satisfaction and timeliness.

Recommendations from the internal working group looking at stakeholder relationship management have been integrated into unit business plans for 2007/08.

A quality assurance and timeliness guide has been finalised for delivery on the Output Agreement. Other processes in place to ensure quality assurance include the:

CRM manual, and•

Training quality Standards •

manual.

Ongoing activity.

Achieved.

Timeliness:

Responses to requests for information sessions are timely.

quality assurance processes in place to ensure quality service and to monitor client satisfaction and timeliness.

See above comment. Achieved.

quantity:

key stakeholders and influencers who receive information sessions.

270-310 events. 291. Achieved.

Outcome measure:

85% of key stakeholders and influencers provided with information sessions have, as a result, either:

a better understanding •

of the value of career planning, orhave improved their own •

ability to help others, orare able to sign-post •

others to appropriate CIAg services.

85%. 96%. Achieved.

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gLOSSARy

Clients — Any person, group of persons, organisations or contracting agency who access Career Services’ information, advice, guidance services or professional support.

Influencers — All individuals and groups who are influential in an individual’s life and who play a role in their career decision making process.

Migrant — A person (and their immediate family members) who is born overseas and holds a residence permit that allows them to reside in New Zealand permanently.

Refugee — A person (and their immediate family members) who has been recognised as having a well-founded fear of being persecuted should they return to their home country.

Most refugees are granted a residence permit to allow them to reside in New Zealand permanently.

Stakeholders — Any organisation, person or group of people who have a personal or professional interest in any aspect of Career Services’ work and who need to be kept informed about it.

young New Zealanders — All people living in New Zealand aged between 12 and 25.

1.People

Career — The combined total of several elements in a person’s life which help to define that individual. These may include different jobs – both paid and unpaid, education, voluntary roles, family and community activities, and leisure activities.

Career advice — This adds value to the provision of career information in the sense of having that information filtered and explained or compared to alternative options.

Career counselling — This involves an in-depth approach where the client has to work through more complex issues in order to manage their career development. Career counselling includes the provision of career information, advice, guidance and planning to help the client to make positive career choices.

Career development — The lifelong process of managing learning, work, leisure, life roles and transitions in order to move towards a personally satisfying future.

Career guidance — A range of interventions that help people to move from a general understanding of life and work to a specific understanding of the realistic life, learning and work options that are open to them. Career guidance can include career information, advice and planning.

Career information — This is current, independent information about work roles, educational programmes and work opportunities.

Career planning — The process of establishing short, medium or long-term career goals and objectives and defining the specific steps required to achieve them.

Informed decision making — Having enough knowledge and understanding to make sound choices.

ka Hikitia — Māori Education Strategy which specifically refers to the development of career planning models for rangatahi (younger generation) and their whānau.

2.Career Terms

Deliverable:

10. Policy advice and ministerial servicing to (or on behalf of) Minister(s) and the Ministry of Education actioned as appropriate.

11. Contributions to the development of wider government policy and practice at both a national and regional level, with Career Services recognised as a valued partner in careers-related initiatives.

Measures Performance measures (as specified in Statement of Intent 2007-2010)

Result at 30 June 2008 Comment

quality:

Advice and contributions are informed by research and evaluative material.

100%. 100%. We use national and international research as well as our external evaluation to inform our advice and contributions.

Achieved.

Timeliness:

Requests for policy advice and Ministerial servicing actioned within specified timeframes.

100%. 100%. We actioned all Ministerial requests within the specified timeframes.

Achieved.

quantity:

Number of instances of policy advice and ministerial servicing to (or on behalf of) Minister(s) and the Ministry of Education.

Contributions to the development of wider government policy and practice nationally.

Contributions to the development of wider government policy and practice regionally.

demand driven.

demand driven.

demand driven.

Number of ministerial servicing:Parliamentary questions: 5Select Committee questions: 70Ministerials : 5Policy instances4.

Significant contributions to wider government policies through5.

Involvements in regional initiatives listed below6.

Achieved.

Achieved.

Ongoing process.

Outcome measure:

Career Services’ work is embedded in wider government initiatives, strategies and practice.

Update provided quarterly. Ongoing work. Achieved.

4 We have provided substantial policy input into Schools Plus, New Zealand Skills Strategy and the Settlement Strategy. We have also contributed to the Pacific Education Plan, Pacific Economic Action Plan, Ka Hikitia and other policy work. 5 Schools Plus, New Zealand Skills Strategy, Ka Hikitia, Pacific Education Plan, Pacific Economic Action Plan, Pacific Women’s Economic Development Plan, New Zealand Settlement Strategy.6 National Refugee Resettlement Forum, Mayor’s Taskforce for Jobs, Te Puni Kōkiri’s Regional Intersectoral Forum, Auckland Regional Migrant Services, Auckland Settlement Action Plan, Spacifically Pasifika Steering Committees.

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For the year ended 30 June 2008 OUTPUT CLASS 05: Provision of Information and Advisory Services CoNTiNueD

STATEMENT OF SERVICE PERFORMANCE

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CAREER SERVICES REgIONAL, SATELLITE AND OFFSITE LOCATIONS

OFFSITE

(REgULAR AND OCCASIONAL PRESENCE)

kerikeri, kaikohe, kawakawa,

dargaville, Auckland Central,

Waiheke Island, Helensville,

Pukekohe, Highland Park, Pakuranga,

Howick, Otara, Whitianga,

Huntly, Thames, Waihi, Te Aroha,

Morrinsville, Matamata, Tokoroa,

kawerau, Whakatane, Taupo,

Ruatoria, Hastings, Waipukurau,

Wairoa, Ohakune, Hawera, Stratford,

Waitara, Taihape, Wairarapa,

Westport, golden Bay, Blenheim, Mt

Hutt, Ashburton, kaiapoi, Rangiora,

Hornby, Alexandra, Balclutha,

Oamaru, Invercargill, Wanganui

SATELLITE OFFICES

kaitaia, Waitakere, Tauranga,

New Plymouth, gisborne,

greymouth, Timaru

REgIONAL OFFICES

Whangarei, Manukau, Hamilton,

Rotorua, New Plymouth, Napier,

Palmerston North, Wellington,

Nelson, Christchurch, dunedin

KEY

Regional Offices

Regular/Occasional

Offsite Presence

Satellite Offices

greymouth

kaitaia

Waitakere (Henderson)Tauranga

gisborne

Timaru

Whangarei

Counties-Manukau

hamiltonrotorua

New Plymouth

Napier

Palmerston North

Wellington

Nelson

Christchurch

Dunedin

Waitemata (Takapuna)

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gLOSSARy

Labour Market Information — This is an aspect of career information and any data about the structure and workings of any labour market, and the various factors likely to influence it.

Tertiary Education — Tertiary education comprises all involvement in post-school learning activities. It includes:

foundation education, such as adult literacy•

certificates and diplomas•

bachelor degrees•

industry training•

adult and community education, and•

postgraduate qualifications.•

Trade Training — A form of tertiary education that provides vocational education and training, which includes off-the-job requirements of an apprenticeship and on-the-job training and workplace industry learning resulting in an NZqA recognised qualification.

Work-in-life — The relationship between the life you lead and the work you do.

Work-in-life decision making — The process of making informed work and learning decisions in the context of the life you want to lead.

BTATTDM — Better Tertiary and Trade Training decision Making. This aims to develop a ‘one stop shop’ for current and prospective tertiary and trade students and their influencers to help them make informed decisions about learning and career options.

CIAg — Career Information, Advice and guidance.

CPaBL — Creating Pathways and Building Lives. This aims to support secondary schools to develop a school-wide approach to career education

CRM — Customer Relationship Management. A Career Services’ database that manages all client information to assist in the development and refinement of services to better meet the needs of clients and stakeholders.

EEO — Equal Employment Opportunities

LDC — State Sector Leadership development Centre

MSD — Ministry of Social development

NZqA — New Zealand qualifications Authority

TEC — Tertiary Education Commission

3.Acronyms