The National University of Samoa ANNUAL REPORT … Deputy Vice ... The National University of Samoa...

ANNUAL

REPORT

20161 July 2015 - 30 June 2016

IA AO SAMOAThe National University of Samoa

Governance, Policy and Planning, National University of SamoaP.O. Box 1622, Lepapaigalagala Campus, Apia Samoa

+685 20072 x 116, [email protected]

Graphic Design and Layout - C Moors

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Table of Contents

Acronyms iv

Introduction 1

NUS Vision, Mission and Values 2

Vision 2

Mission 2

Strategic Objectives 2

Values 2

Pro-Chancellor’s Report | Chairperson, Council 3

Activities and Performance 3

University Governance 5

Concluding Remarks 2

Vice-Chancellor and President’s Report 3

Highlights and Year at a Glance FY2015/2016 4

Overview of Operating Performance and Results 5

Overview of financial performance and results 26

Progress with the Corporate Plan 28

Capital expenditure and projects 31

Outlook for the next year 32

Future risks and uncertainties 33

VC Concluding Remarks 35

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The Honourable Speaker

Legislative Assembly of Samoa

MULINU’U

Dear Honourable Speaker,

In accordance with the requirement of Section 34 (1) of the National University of Samoa Act 2006, I am pleased to present to you the National University of Samoa’s 01 July, 2015 to 30 June 2016 for tabling at the next meeting of the Legislative Assembly of Samoa.

Hon. Loau Keneti Sio Minister Responsible for the National University of Samoa

The National University of Samoa

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The Honourable Speaker

Legislative Assembly of Samoa

MULINU’U

Dear Honourable Speaker,

In accordance with the requirement of Section 34 (1) of the National University of Samoa Act 2006, I am pleased to present to you the National University of Samoa’s 01 July, 2015 to 30 June 2016 for tabling at the next meeting of the Legislative Assembly of Samoa.

Hon. Loau Keneti Sio Minister Responsible for the National University of Samoa

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Annual Report FY2015-2016

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Acronyms AQU Academic Quality Unit AS Academic Staff CS Comparable Staff CSS Centre for Samoan Studies DVC-AR Deputy Vice-Chancellor

Academic and Research DVC-CS Deputy Vice-Chancellor

Corporate Services EP Enrolment ESP Education Sector Plan EW Enrolment withdrawn FCA Foundation Certificate of Arts FCC Foundation Certificate of

Commerce FCE Foundation Certificate of

Education FCG Foundation Certificate General FCN Foundation Certificate of

Nursing FCS Foundation Certificate of

Science FIN Finance FOA Faculty of Arts FOAS Faculty of Applied Science FOBE Faculty of Business and

Entrepreneurship FOE Faculty of Education FOM Faculty of Medicine FOS Faculty of Science GoS Government of Samoa GPP Governance, Policy and Planning GS General Staff GYM Gymnasium HE Higher Education HOD Head of Department HOS Head of School HR Human Resources ICT Information Communications

and Technology LIB Library MESC Ministry of Education, Sports

and Culture MKG, PRNT & BK Marketing, Printery and

Bookshop MOF Ministry of Finance NUSSA National University of Samoa

Student Association OCPDCE Oloāmanu Centre for

Professional Development and Continuing Education

PDL Professional Development Leave

PM Property Maintenance PROC People’s Republic of China SICTP Samoa In Country Training

Programme SOMT School of Maritime SONHS School of Nursing and Health

Science SQA Samoa Qualifications Authority SSS Student Support Services STUD ADMIN Student Administration TS Teaching Staff TVET Technical Vocational and

Educational Training UREC University Research and Ethics

Committee V Volunteer VC Vice-Chancellor and President of

the University VCC Vice-Chancellor’s Committee


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Introduction The National University of Samoa Annual Report FY2015/2016 is prepared in accordance with the Public Bodies Act 2001, Public Bodies (Performance and Accountability) Regulations 2002 and the National University of Samoa Act 2006. The reporting content and structure has been produced as per the Annual Reporting Guidelines of the Ministry of Public Enterprises.

This report covers in summary the activities of the University within the period 1st July 2015 to 30th June 2016. However, given the nature of the University some information is provided, where appropriate, according to the University’s academic year 1st January to 31st December.

This report includes decisions, activities of and information on the National University of Samoa Council and Executive Committee. It also encompasses achievements and developments of the University as overseen by the Vice Chancellor and President of the University. These activities align with the University’s overarching five strategic pillars, as documented in its NUS Strategic Plan 2010-2020.

As per the legislative requirements set out in the aforementioned legislation, this report also includes the audited financial statements and annual accounts of the University.

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Acronyms AQU Academic Quality Unit AS Academic Staff CS Comparable Staff CSS Centre for Samoan Studies DVC-AR Deputy Vice-Chancellor

Academic and Research DVC-CS Deputy Vice-Chancellor

Corporate Services EP Enrolment ESP Education Sector Plan EW Enrolment withdrawn FCA Foundation Certificate of Arts FCC Foundation Certificate of

Commerce FCE Foundation Certificate of

Education FCG Foundation Certificate General FCN Foundation Certificate of

Nursing FCS Foundation Certificate of

Science FIN Finance FOA Faculty of Arts FOAS Faculty of Applied Science FOBE Faculty of Business and

Entrepreneurship FOE Faculty of Education FOM Faculty of Medicine FOS Faculty of Science GoS Government of Samoa GPP Governance, Policy and Planning GS General Staff GYM Gymnasium HE Higher Education HOD Head of Department HOS Head of School HR Human Resources ICT Information Communications

and Technology LIB Library MESC Ministry of Education, Sports

and Culture MKG, PRNT & BK Marketing, Printery and

Bookshop MOF Ministry of Finance NUSSA National University of Samoa

Student Association OCPDCE Oloāmanu Centre for

Professional Development and Continuing Education

PDL Professional Development Leave

PM Property Maintenance PROC People’s Republic of China SICTP Samoa In Country Training

Programme SOMT School of Maritime SONHS School of Nursing and Health

Science SQA Samoa Qualifications Authority SSS Student Support Services STUD ADMIN Student Administration TS Teaching Staff TVET Technical Vocational and

Educational Training UREC University Research and Ethics

Committee V Volunteer VC Vice-Chancellor and President of

the University VCC Vice-Chancellor’s Committee

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NUS Vision, Mission and Values

Vision The National University of Samoa will be recognized national, regionally and internationally as a

vibrant and innovative centre of excellence for Samoan Studies

Mission To be the provider of Samoan Studies, Quality Teaching, Professional Training and Research to

meet the human resource needs of the country

Strategic Objectives To be recognized nationally and internationally as the premiere research institute in Samoa;

To actively upgrade and maintain quality and creativity in teaching and learning;

To foster strong international partnerships and effective community engagement

To transform the University’s physical and IT infrastructure to strategically support research, teaching and learning, community engagement and international partnerships and leadership and

governance

To ensure adherence to principles and practices of successful leadership and good governance in the administration of the University at all levels.

Values Achievement and Excellence

Collaboration

Dedication and commitment

Diversity

Entrepreneurship

Financial stability

Innovation and Creativity

Integrity and Accountability

Respect for and integrity of the Samoan Culture

Responsiveness

Stewardship

Sustainability


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NUS Vision, Mission and Values

Vision The National University of Samoa will be recognized national, regionally and internationally as a

vibrant and innovative centre of excellence for Samoan Studies

Mission To be the provider of Samoan Studies, Quality Teaching, Professional Training and Research to

meet the human resource needs of the country

Strategic Objectives To be recognized nationally and internationally as the premiere research institute in Samoa;

To actively upgrade and maintain quality and creativity in teaching and learning;

To foster strong international partnerships and effective community engagement

To transform the University’s physical and IT infrastructure to strategically support research, teaching and learning, community engagement and international partnerships and leadership and

governance

To ensure adherence to principles and practices of successful leadership and good governance in the administration of the University at all levels.

Values Achievement and Excellence

Collaboration

Dedication and commitment

Diversity

Entrepreneurship

Financial stability

Innovation and Creativity

Integrity and Accountability

Respect for and integrity of the Samoan Culture

Responsiveness

Stewardship

Sustainability

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Pro-Chancellor’s Report | Chairperson, Council

Activities and Performance The National University of Samoa is placed under the purview of the University Council1. In its duties, the University Council has witnessed the laudable efforts of the National University of Samoa in meeting its many obligations to the university community, staff and students alike, its academic partners, the public at large, as well as the nation. These are reflected in the many developments outlined throughout this report.

The University Council has supported many of these developments through endorsement of proposals and recommendations put forth by the Vice Chancellor and President of the University and Management. The Council and Executive Committee have been pleased to contribute and guide the University through these historical changes; changes we anticipate will further fortify the National University of Samoa and its role in our society.

Organisational Restructuring

At its meeting in October 2015 the Council considered the organisational structure of the University, its effectiveness and alignment in supporting the strategic pillars as well as operational efficiencies that could be recognised. With this in mind, and following an involved consultation approach, the Executive Committee at its meeting in November 2011, endorsed several changes in this regard:

a) Establishment of a Corporate Services Section headed by a Deputy Vice-Chancellor, Corporate Services; disestablishment of the Registrar role

b) Establishment of an Academic Research Section headed by a Deputy Vice-Chancellor, Academic and Research

c) Establishment of a new Section – Governance, Policy and Planning headed by a Director d) Manager, Personnel upgraded to a Director role; Director of Personnel e) Director, Facilities and Maintenance downgraded to a Manager role; Property Maintenance

1 NUS Act 2010, s16


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Accountability and reporting were realigned according to the intent of the newly established Sections. This resulted in an organisational structure that better mirrored the strategic framework of the University.

University Graduate Profile

The Academic Quality Unit of the University was fully implemented during this period with the establishment of a Director in September 2015. Council was pleased to receive not long after this appointment a proposal to formalise NUS’ Graduate Profile. This represented one of the recommendations of the Academic Quality Audit which took place in the previous period and was endorsed by the Executive Committee.

National University Student Association

It was refreshing to witness the calibre and quality of executive members representing the student association and student voice on the NUS Council during this period. The reporting, initiatives and representation at Council were commendable. Involvement at Senate and stakeholder engagement with the Vice Chancellor and President of the University reflects not only the commitment of the University in recognising and embracing the students’ perspective but also the maturity and leadership demonstrated in the 2016 NUSSA Executive.

Challenges

The University Council also recognised that the University’s achievements had not been without its challenges. The challenges had been considered with discourse traversing issues of resourcing, both financial and human, sustainability and other critical considerations; these issues and challenges were considered in tandem with the potential consequential impacts on our students.

Fees Payment Policy

NUS remains dependent on Government funding with fees revenue providing the additional buffer to absorb operational costs. Revenues from fees are crucial to maintaining the operations of the University but historically it has always proven difficult resulting in a list of creditors. NUS Council and the University are sympathetic to the challenges faced by parents and students alike to meet their obligation with payment of fees.

To address this issue while considering the impact on the University administration, the Council resolved to extend the time given to pay fees up to the 7th teaching week. Following this period, a flat re-registration fee of 10% would apply.


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Accountability and reporting were realigned according to the intent of the newly established Sections. This resulted in an organisational structure that better mirrored the strategic framework of the University.

University Graduate Profile

The Academic Quality Unit of the University was fully implemented during this period with the establishment of a Director in September 2015. Council was pleased to receive not long after this appointment a proposal to formalise NUS’ Graduate Profile. This represented one of the recommendations of the Academic Quality Audit which took place in the previous period and was endorsed by the Executive Committee.

National University Student Association

It was refreshing to witness the calibre and quality of executive members representing the student association and student voice on the NUS Council during this period. The reporting, initiatives and representation at Council were commendable. Involvement at Senate and stakeholder engagement with the Vice Chancellor and President of the University reflects not only the commitment of the University in recognising and embracing the students’ perspective but also the maturity and leadership demonstrated in the 2016 NUSSA Executive.

Challenges

The University Council also recognised that the University’s achievements had not been without its challenges. The challenges had been considered with discourse traversing issues of resourcing, both financial and human, sustainability and other critical considerations; these issues and challenges were considered in tandem with the potential consequential impacts on our students.

Fees Payment Policy

NUS remains dependent on Government funding with fees revenue providing the additional buffer to absorb operational costs. Revenues from fees are crucial to maintaining the operations of the University but historically it has always proven difficult resulting in a list of creditors. NUS Council and the University are sympathetic to the challenges faced by parents and students alike to meet their obligation with payment of fees.

To address this issue while considering the impact on the University administration, the Council resolved to extend the time given to pay fees up to the 7th teaching week. Following this period, a flat re-registration fee of 10% would apply.

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University Governance

University Council

Figure 1 Council Meeting held at Oloamanu Centre from 30-31st March 2016

Back row: Luamanuvao Winnie Laban, Assoc. Prof. Muāgututi’a Ioana Chan Mow, Pesetā Dr Desmond Lee Hang, Cheri Moana Robinson Moors, Assoc. Prof. Leasiolagi Malama Meleisea, Fonoti Perelini S Perelini, Dr Peter Brothers, Taito John Roache, Junior PoasaFront row: Beverly Levi, Prof. Dr Satupa’itea Viali, Dr Karoline Afamasaga-Fuata’i, A’eau Chris Hazelman, Prof. Helen Nicholson, Prof. Fui Le’apai Tu’ua Īlaoa Asofou So’o, Auelua Samuelu Enari

The University Council represents the board of the National University of Samoa. Mandated by the National University of Samoa Act, its membership is representative of both local and international expertise in the areas of university administration and strategic leadership as well as encompassing relevant perspectives from the student community and industries. These individuals play a key role in strategically guiding and overseeing the direction of the National University of Samoa.

The Executive Committee of Council is also established under the NUS Act and consists of eight members of the University Council.

During this period, the University Council welcomed a new Head of State appointee, Mrs Beverly Levi2, as one of its members. Mrs Beverly Levi replaced outgoing member Salā Perive Tanuvasa. Other changes in membership, approved at the October 2015 Council meeting saw the appointment of Tofa Auelua Samuelu3 Enari as the Deputy Chairperson to the Council and Executive Committee.

As a result of end of contract term, outgoing Registrar and Council secretary, Luagalau Foisagaasina Shon was replaced by the new Director, Governance, Policy and Planning, Ms Cheri M Robinson Moors.

2 FK(15)32 3 Resolution C15/10-R23


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Council and Executive Committee Membership

The following table lists the Council and Executive Committee memberships as at 31st June 2016. Also included in the report is attendance at the Council meetings held for this period.

Appointment Member 1-2 October

’15

30-31 March

’16

HOS APPOINTEE 1. A’eau Chris Hazelman (Chairperson)

EX- OFFICIO 2. Prof. Fui Le'apai Tu'ua Īlaoa Asofou So'o (VC)

3. Dr Karoline Afamasaga-Fuata’i (CEO, MESC)

Matafeo Falanipupu Tanieulu Aiafi4

REPRESENTATIVE APPNTMNT

4. Prof. Muāgututi’a Ioana Chan Mow

5. Leasiolagi Dr Mālama Meleiseā

6. Junior Poasa (2016 NUSSA President)

Andrew Tuigamala (2015 NUSSA President)

HOS APNMNT 7. Auelua Samuelu Enari (Deputy Chair)

8. Beverly Levi

9. Prof. Dr Satupa’itea Viali

10. Fa'amausili Dr Matagialofi Lua'iufi

11. Naea Beth Onesemo

12. Prof. Gael McDonald CO-OPTED MEMBER

13. Fonotī Perelini S Perelini

14. Prof. Helen Nicholson

15. Hon. Luamanuvao Winnie Laban

16. Dr Peter Brothers

Legend: Executive Member

Executive Committee Meetings 16th July, 2015 26th August, 2015 22nd October, 2015 6th November, 2015

3rd December, 2015 18th February, 2016 10th March, 2016 13th June 2016

4 2015 CEO, MESC


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Council and Executive Committee Membership

The following table lists the Council and Executive Committee memberships as at 31st June 2016. Also included in the report is attendance at the Council meetings held for this period.

Appointment Member 1-2 October

’15

30-31 March

’16

HOS APPOINTEE 1. A’eau Chris Hazelman (Chairperson)

EX- OFFICIO 2. Prof. Fui Le'apai Tu'ua Īlaoa Asofou So'o (VC)

3. Dr Karoline Afamasaga-Fuata’i (CEO, MESC)

Matafeo Falanipupu Tanieulu Aiafi4

REPRESENTATIVE APPNTMNT

4. Prof. Muāgututi’a Ioana Chan Mow

5. Leasiolagi Dr Mālama Meleiseā

6. Junior Poasa (2016 NUSSA President)

Andrew Tuigamala (2015 NUSSA President)

HOS APNMNT 7. Auelua Samuelu Enari (Deputy Chair)

8. Beverly Levi

9. Prof. Dr Satupa’itea Viali

10. Fa'amausili Dr Matagialofi Lua'iufi

11. Naea Beth Onesemo

12. Prof. Gael McDonald CO-OPTED MEMBER

13. Fonotī Perelini S Perelini

14. Prof. Helen Nicholson

15. Hon. Luamanuvao Winnie Laban

16. Dr Peter Brothers

Legend: Executive Member

Executive Committee Meetings 16th July, 2015 26th August, 2015 22nd October, 2015 6th November, 2015

3rd December, 2015 18th February, 2016 10th March, 2016 13th June 2016

4 2015 CEO, MESC

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Concluding Remarks On behalf of the National University of Samoa Council, I would like to note my deep appreciation to the Vice Chancellor and President, Prof. Fui Le’apai Tu’ua Ilaoa Asofou So’o, and Management for initiatives taken to progress the National University of Samoa. I extend also my gratitude to respective members of the Council for the work carried out during this period. It is the unwavering commitment and contribution of members that guide the University’s developments.

A’eau Chris Hazelman Pro-chancellor National University of Samoa


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Vice-Chancellor and President’s Report

The financial year 2015 to 2016 brought with it many achievements, milestones, changes and challenges. It represented the continuance of the first year of my reappointment in this office. This mantle was taken up with gratitude and humility in service to our National University of Samoa, and our community at large. The beginning of this term and this financial year reaffirmed a commitment to lead and support the University as it advances to greater heights.

This section provides a snapshot of this financial period and some of the events that had taken place. Like previous periods, each year continues with abounding initiatives and activities as stipulated by the NUS Corporate Plan 2015-2017. The NUS Corporate Plan provides a 3-year roadmap of the NUS’ more encompassing longer range NUS Strategic Plan 2010-2020. These activities are captured in snapshot in the Year at A Glance.

The University has had a successful year. The milestones and level of performance are outlined in the overviews of operating and financial performance. A lot was implemented this year and significant changes had taken place.

In taking stock of the year’s activities, a section on the progress with the Corporate Plan outlines the level of achievement for each of the strategic pillars; Research, Teaching and Learning, Community Engagement and Partnership, Infrastructure and Resources and finally Leadership and Governance.


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Vice-Chancellor and President’s Report

The financial year 2015 to 2016 brought with it many achievements, milestones, changes and challenges. It represented the continuance of the first year of my reappointment in this office. This mantle was taken up with gratitude and humility in service to our National University of Samoa, and our community at large. The beginning of this term and this financial year reaffirmed a commitment to lead and support the University as it advances to greater heights.

This section provides a snapshot of this financial period and some of the events that had taken place. Like previous periods, each year continues with abounding initiatives and activities as stipulated by the NUS Corporate Plan 2015-2017. The NUS Corporate Plan provides a 3-year roadmap of the NUS’ more encompassing longer range NUS Strategic Plan 2010-2020. These activities are captured in snapshot in the Year at A Glance.

The University has had a successful year. The milestones and level of performance are outlined in the overviews of operating and financial performance. A lot was implemented this year and significant changes had taken place.

In taking stock of the year’s activities, a section on the progress with the Corporate Plan outlines the level of achievement for each of the strategic pillars; Research, Teaching and Learning, Community Engagement and Partnership, Infrastructure and Resources and finally Leadership and Governance.

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Highlights and Year at a Glance FY2015/2016 The University activities, events and initiatives as outlined below are reported quarterly in detail. However, the following captures a snapshot and overview of the highlights for the financial year to date.

July 2015

3 | NUS Annual Management Plan Retreat 16 | Appointment of Prof. Dr Viali as an NUS

Adjunct Teaching Professor 17 | CISCO Academy Graduation New and Revised Programme Approval

process was endorsed by Executive Committee

August 2015

Orchestra and Choir Fiji Tour

September 2015

Director, AQU appointed to implement establishment of AQU

Manager, Student Support services appointed to implement establishment of SSS

October 2015

2 | CSS Cultural Centre Opening Organisational Restructuring endorsed

November 2015

6| Ocean Campus Official Opening 25 – 27| International Symposium on ICT in

Development 2015

December 2015

17| Foundation Graduation 18 | TVET Graduation

January 2016

20 | CISCO Academy Graduation

February 2016

15| GPP and the Corporate Services sections implemented with the on boarding of the first Deputy Vice-Chancellor of

5 FK(16)07

Corporate Services and Director, Governance, Policy and Planning

First NUS DFL course launched in Savaii First Offerings of Bachelor of Education (3

year) and Master of Education

March 2016

31 | NUS Graduate Profile ratified 10 additional Cabinet5 approved scholarships

awarded for Faculty of Medicine students

31 | Victoria University of Wellington Agreement for Exchange of Students signed

April 2016

1 |Annual Graduation 4 | ODL -Certificate of Adult Teaching

Programme promoted and offered in Savaii

29th | Briefing with incoming Minister, MESC

May 2016

8 – 10| University of Otago, Medical School Visit

16 | NUS Staff First Aid Training 29 |SQA Board approved accreditation of 8

TVET courses

June 2016

24 NUS Staff Reflections on Quality, Seminar 25 VCC members NUS Corporate 2017-2020

Planning Workshop 30 Framework of Cooperation with Institute of

Research Development (IRD) signed


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Overview of Operating Performance and Results As a University, the majority of operations and activates are aligned to an academic calendar year; January to December. Many of the activities are therefore reported according to this timeline.

Research

Academic Output

Academic outputs6 of the University reflect research outputs and participation in academic conferences and proceedings. The 2015 Academic Output showed a decline in comparison to the previous years. However, the trends indicate a two-year cyclic pattern with the 2015 year representing a trough; it is expected that these figures will increase for the 2016 academic period.

Table 1 2015 Academic Outputs by section

Conference Proceedings/Presentation 10 CSS 3 FOAS 1 FOBE 1 FOS 5

Educational Text 1 FOS 1

Journal Paper 4 CSS 1 FOAS 1 FOS 2

Report 1 CSS 1

Seminar 17 CSS 2 FOBE 1 FOE 1 FOS 13

As Table 1 above shows, the top performers in Academic Output for the 2015 academic period were the Faculty of Science and the Centre for Samoan Studies (CSS). A particular highlight for CSS was the publication of the Journal of Samoan Studies Volume 57. The Journal of Sāmoan Studies (JSS) is a multidisciplinary publication devoted to the study of Sāmoa.

Research Intent /Concept Notes were also introduced in 2015 by the University Research and Ethics Committee (UREC) to better capture research intentions and interest without full documentation requisite.

6 University Reserch and Ethics Committee Academic Output Report 7 www.samoanstudies.ws


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Overview of Operating Performance and Results As a University, the majority of operations and activates are aligned to an academic calendar year; January to December. Many of the activities are therefore reported according to this timeline.

Research

Academic Output

Academic outputs6 of the University reflect research outputs and participation in academic conferences and proceedings. The 2015 Academic Output showed a decline in comparison to the previous years. However, the trends indicate a two-year cyclic pattern with the 2015 year representing a trough; it is expected that these figures will increase for the 2016 academic period.

Table 1 2015 Academic Outputs by section

Conference Proceedings/Presentation 10 CSS 3 FOAS 1 FOBE 1 FOS 5

Educational Text 1 FOS 1

Journal Paper 4 CSS 1 FOAS 1 FOS 2

Report 1 CSS 1

Seminar 17 CSS 2 FOBE 1 FOE 1 FOS 13

As Table 1 above shows, the top performers in Academic Output for the 2015 academic period were the Faculty of Science and the Centre for Samoan Studies (CSS). A particular highlight for CSS was the publication of the Journal of Samoan Studies Volume 57. The Journal of Sāmoan Studies (JSS) is a multidisciplinary publication devoted to the study of Sāmoa.

Research Intent /Concept Notes were also introduced in 2015 by the University Research and Ethics Committee (UREC) to better capture research intentions and interest without full documentation requisite.

6 University Reserch and Ethics Committee Academic Output Report 7 www.samoanstudies.ws

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The Centre for Samoan Studies (CSS) also completed in this period its gender research report, Gender and Governance in Samoa8. This two-year research project was made possible through funding from the Australian Development Research Awards Scheme (ADRAS); and was secured and successfully completed as a result of the efforts of the CSS. The report was launched on 10th July, 2015.

Teaching and Learning

New and revised Programmes

The following NUS programmes were revised during this period.

Bachelor of Education (Primary) Alignment of content courses to MESC curriculum Bachelor of Education (Secondary) Converted from a 4 year to 3 year programme Bachelor of Medicine Bachelor of Surgery Revised to include pharmacology course Bachelor of Science Revised to offer a major in chemistry, marine science and

technology; reflects recommendations from external review Addition of 7 new courses

Bachelor of Science (Secondary Teaching) Changes to regulations Diploma of Journalism and Media five new courses approved as part of the programme

requirements; reflects recommendations from external review carried out

Foundation Certificate Nursing revised with entry criteria changes Master of Development Studies Revised to include a special topics in development studies Master of Education Postgraduate Diploma of Education amended to a 2 course compulsory programme with four

electives to be selected from eleven options Postgraduate Diploma in Development Studies

Revised to include a special topics in development studies

Online Distance Learning and Flexible Delivery Mode The NUS made a notable start with several courses being delivered through flexible delivery modes. Aptly so, given that these courses are aligned with the education sector plan and support the upgrading of teachers, particularly those in Savaii where NUS does not currently have a campus. To further emphasize the importance of this teaching development, a challenge was issued to each faculty to continue with these efforts and (each) to have two additional courses for the 2017 Academic Year.

Accreditation of NUS Programmes

Broadly, the University has three categories of programmes: Technical, Vocational Education and Training (TVET), Foundation and Higher Education (HE). The University is working with the Samoa Qualifications Authority on accrediting its TVET programmes; 9 additional courses had been accredited this period.

The University is also looking at ways to internationally accredit its HE programmes. One of the priorities includes the Faculty of Medicine programmes with the University pursuing World Health

8 http://samoanstudies.ws/research/samoa-local-government-research-project/


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Listing. The Faculty of Medicine had an external review and work had progressed to the implementation of the review recommendations (of this review) this period.

Samoa in Country Training Programme

The Samoa in Country Training Programme (SICTP) is delivered by the Oloāmanu Centre for Professional Development and Continuing Education (OCPDCE). While an Annual Report9 is prepared by OCPDCE for each financial year according to Funding Agency requirements, an overview of achievements is provided in alignment with NUS activities.

Thirty-two courses were successfully implemented for the reporting period and represented a 37.5% increase when compared with the previous financial year. Average participation across all courses delivered was twenty-two and catered to the civil society, public and private sectors. Delivery of courses were undertaken by international and local consultants; tender awards were given to slightly more international trainers but in general represented equal opportunities for local trainers.

The OCDPCE also made headway in reducing costs and improving efficiencies through new approaches adopted in the packaging of generic courses. Other opportunities taken included the submission of (the) courses to the Samoa Qualification Authority (SQA) for official recognition of Non Formal Learning (NFL). Twelve SICTP courses were formally recognised by the SQA this financial year.

Developing a baseline of the impact recognition of these courses is an ongoing initiative of the SICTP. SICTP Management and the three education sector coordinating agencies will be conducting a Tracer Study/Impact Survey for courses delivered10.

NUS CISCO Academy

The CISCO Academy offers internationally recognised training in various IT programmes. The programmes are delivered each semester. The following tables provide a summary of enrolments and graduates for the 2015 academic period.

9 SICTP Annual Report 2015-2016 10 Study to be implemented in July 2016 for courses delivered in July – December 2015


7

Listing. The Faculty of Medicine had an external review and work had progressed to the implementation of the review recommendations (of this review) this period.

Samoa in Country Training Programme

The Samoa in Country Training Programme (SICTP) is delivered by the Oloāmanu Centre for Professional Development and Continuing Education (OCPDCE). While an Annual Report9 is prepared by OCPDCE for each financial year according to Funding Agency requirements, an overview of achievements is provided in alignment with NUS activities.

Thirty-two courses were successfully implemented for the reporting period and represented a 37.5% increase when compared with the previous financial year. Average participation across all courses delivered was twenty-two and catered to the civil society, public and private sectors. Delivery of courses were undertaken by international and local consultants; tender awards were given to slightly more international trainers but in general represented equal opportunities for local trainers.

The OCDPCE also made headway in reducing costs and improving efficiencies through new approaches adopted in the packaging of generic courses. Other opportunities taken included the submission of (the) courses to the Samoa Qualification Authority (SQA) for official recognition of Non Formal Learning (NFL). Twelve SICTP courses were formally recognised by the SQA this financial year.

Developing a baseline of the impact recognition of these courses is an ongoing initiative of the SICTP. SICTP Management and the three education sector coordinating agencies will be conducting a Tracer Study/Impact Survey for courses delivered10.

NUS CISCO Academy

The CISCO Academy offers internationally recognised training in various IT programmes. The programmes are delivered each semester. The following tables provide a summary of enrolments and graduates for the 2015 academic period.

9 SICTP Annual Report 2015-2016 10 Study to be implemented in July 2016 for courses delivered in July – December 2015

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Table 2 CISCO Programme enrolments and graduates for 2015 Academic Year

Semester enrolment by prog Student enrolled11 Student graduated Graduation Rate

2015 Semester 1 83 77 93%

CCNA1 17 17 100%

CCNA2 18 18 100%

CCNA3 8 6 75%

ITE 40 36 90%

2015 Semester 2 57 46 81%

CCNA1 24 19 79%

CCNA2 7 6 86%

CCNA3 16 11 69%

ITE 10 10 100%

Grand Total 140 123 88%

Enrolment numbers provide an indication of interest in pursuing careers in information technology (IT) through the NUS CISCO Academy. The following table provides a breakdown of CISCO programme graduates, disaggregated by gender. The graduations were held in July 2015 and January 2016.

Table 3 CISCO Programme Graduates, disaggregated by gender for 2015 academic year

Semester Programme Graduates Female Male Grand Total

2015 Semester 1 12 65 77

CCNA1 0 17 17

CCNA2 3 15 18

CCNA3 0 6 6

ITE 9 27 36

2015 Semester 2 6 40 46

CCNA1 2 17 19

CCNA2 0 6 6

CCNA3 2 9 11

ITE 2 8 10

Grand Total 18 105 123

11 Student enrolments may include students continuing from a previous semester. As such total students enrolled do not reflect unique students enrolled for the entire academic year.


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The NUS CISCO programmes require specialised training and certification to deliver these courses.

Table 4 Summary of certified NUS CISCO trainers

IT Essential 2

CCNA 1 10

CCNA 2 6

CCNA 3 1

Enrolments

The annual enrolment for the 2015 academic year represented the actual number of students who had been registered on the student management system as having enrolled in a course or programme12. The total number of student enrolments for this academic year was 335713.

Table 5 Foundation Programme Enrolments 2015

Programme Female Male Grand Total

Foundation 720 351 1071

Foundation Certificate in Arts 144 50 194

Foundation Certificate in Commerce 127 32 159

Foundation Certificate in Science 79 84 163

Foundation Certificate in Education 183 82 265

Foundation Certificate in Nursing 86 32 118

Foundation Certificate General 85 60 145

Foundation Certificate in Agriculture 3 2 5

Bridging Course 13 9 22

12 Artena student records excluding those with a study contract status of EP or EW. Data extracted and analysed post Dec 2015. 13 Excludes FOM, Oloāmanu and CISCO Academy enrolments


9

The NUS CISCO programmes require specialised training and certification to deliver these courses.

Table 4 Summary of certified NUS CISCO trainers

IT Essential 2

CCNA 1 10

CCNA 2 6

CCNA 3 1

Enrolments

The annual enrolment for the 2015 academic year represented the actual number of students who had been registered on the student management system as having enrolled in a course or programme12. The total number of student enrolments for this academic year was 335713.

Table 5 Foundation Programme Enrolments 2015


Foundation 720 351 1071








Bridging Course 13 9 22

12 Artena student records excluding those with a study contract status of EP or EW. Data extracted and analysed post Dec 2015. 13 Excludes FOM, Oloāmanu and CISCO Academy enrolments

10

Table 6 TVET Programme Enrolments 2015

Programme Female Mal

e Grand Total

TVET Programme 223 429 652

Certificate II: Maritime Training 2 15 17

Certificate II: Maritime Training (Marine Engineer) 2 22 24

Certificate II: Maritime Training (Nautical) 8 90 98

Certificate in Computer Operating 21 27 48

Certificate in Tourism and Hospitality (Cookery) 18 6 24

Certificate in Tourism and Hospitality (Food and Beverage) 7 7

Certificate in Tourism and Hospitality (Front Office) 23 7 30

Certificate in Tourism and Hospitality (Tour Guiding) 19 5 24

Certificate in Tropical Horticulture 19 10 29

Certificate IV: Master (Class 5) 3 3

Certificate of Attainment: Trades and Health Preparatory Year (Cert 1) 23 39 62

Diploma in Nursing 65 29 94

Diploma in Radio and Electronics 4 11 15

Intermediate Certificate Automotive Engineering 1 1 2

Intermediate Certificate Electrical Engineering 1 1

Intermediate Certificate Fitting and Machinery 3 3

Intermediate Certificate in Welding and Metal Fabrication 1 1

Intermediate Certificate Plumbing an Sheet metal 1 1

Samoa Certificate II in Welding and Metal Fabrication 16 16

Samoa Certificate II in Automotive Engineering 2 29 31

Samoa Certificate II in Carpentry and Joinery 1 32 33

Samoa Certificate II in Electrical Engineering 19 19

Samoa Certificate II in Fitting and Machinery 12 12

Samoa Certificate II in Plumbing 20 20

Samoa Certificate II in Refrigeration and Air Conditioning 8 22 30

Samoa Certificate in Panel-beating and Spray Painting 8 8


11

Table 7 Higher Education Programme Enrolments 2015


Higher Education 1063 571 1634

Bachelor of Commerce (Honors) 1 1

Bachelor of Arts 110 57 167

Bachelor of Commerce 212 104 316

Bachelor of Education (Primary) 180 62 242

Bachelor of Education (Secondary) 106 74 180

Bachelor of Health Science (Environmental Health) 5 7 12

Bachelor of Health Science (Medical Laboratory Science) 3 3 6

Bachelor of Medicine Bachelor of Surgery 3 3 6

Bachelor of Nursing 117 43 160

Bachelor of Samoan Studies 2 8 10

Bachelor of Science 54 62 116

Bachelor of Science (Secondary Teaching) 5 11 16

Bachelor of Technical and Vocational Education and Training 3 4 7

Basic Certificate Science 2 3 5

Certificate in Commerce (Accounting) 1 1 2

Certificate in Commerce (Management) 5 1 6

Certificate in Computer Studies 2 2 4

Diploma in Accounting 1 1

Diploma in Arts 3 1 4

Diploma in Business 50 25 75

Diploma in Computing 2 3 5

Diploma in Education (Early Childhood Education) 2 1 3

Diploma in Education (Primary) 7 3 10

Diploma in Education (Secondary) 8 4 12

Diploma in Management 1 2 3

Diploma in Media and Journalism 20 4 24

Diploma in Office Management 53 18 71

Diploma in Tourism 55 27 82

Graduate Diploma in Commerce 3 4 7

Graduate Diploma in Education 12 5 17

Master of Development Studies 2 6 8

Master of Education 1 1

Master of Samoan Studies 1 1

Postgraduate Dip. in Development Studies 15 8 23

Postgraduate Dip. in Education 10 6 16

Postgraduate Dip. in Samoan Studies 1 1

Postgraduate Diploma in Samoan Studies 1 1

Postgraduate Diploma in Science 8 5 13


11

Table 7 Higher Education Programme Enrolments 2015


Higher Education 1063 571 1634

Bachelor of Commerce (Honors) 1 1

Bachelor of Arts 110 57 167





Bachelor of Health Science (Medical Laboratory Science) 3 3 6



Bachelor of Samoan Studies 2 8 10



Bachelor of Technical and Vocational Education and Training 3 4 7

Basic Certificate Science 2 3 5

Certificate in Commerce (Accounting) 1 1 2

Certificate in Commerce (Management) 5 1 6

Certificate in Computer Studies 2 2 4

Diploma in Accounting 1 1

Diploma in Arts 3 1 4

Diploma in Business 50 25 75

Diploma in Computing 2 3 5

Diploma in Education (Early Childhood Education) 2 1 3

Diploma in Education (Primary) 7 3 10

Diploma in Education (Secondary) 8 4 12

Diploma in Management 1 2 3




Graduate Diploma in Commerce 3 4 7


Master of Development Studies 2 6 8

Master of Education 1 1

Master of Samoan Studies 1 1

Postgraduate Dip. in Development Studies 15 8 23

Postgraduate Dip. in Education 10 6 16

Postgraduate Dip. in Samoan Studies 1 1



12

Faculty of Medicine Enrolments The Faculty of Medicine was established under the National University of Samoa in 201414 and work is ongoing to ensure full amalgamation and streamlining of administrative and operational processes. Table 8 provides enrolment figures for the 2015 academic year15.

There were seven new (or commencing) enrolments in the Bachelor of Medicine Bachelor of Surgery (MBBS) in the 2015 academic year; all of which were from Samoa.

Government of Samoa Scholarships for the Faculty of Medicine increased by 10 additional annual scholarships.

Table 8 FOM 2015 MBBS Programme Enrolments by Country, Gender and Programme Level

Programme Year by Gender Cook

Islands Fiji Samoa Tonga Tuvalu Grand Total

Female 1 1 22 24

Year 1 4 4

Year 3 3 3

Year 4 5 5

year 5 1 1 3 5

Year 6 7 7

Male 19 2 1 22

Year 1 3 3

Year 3 2 2

Year 4 2 2

year 5 4 2 1 7

Year 6 8 8

Grand Total 1 1 41 2 1 46

14 Cabinet Directive, FK(14)03, 21st January 2014 15 Faculty of Medicine 2015 Enrolment Statistics


13

Graduations

The University holds three graduations each year. The graduations for this reporting period were held at the NUS Gymnasium and saw a total of 688 female and 611 male students graduating in various programmes; total graduates were 1299.

Table 9 NUS Graduations FY2015/2016

NUS Graduation Graduation Date Graduates Foundation Graduation 17th December, 2015 539 Certificates, Undergraduate and Postgraduate Degrees Graduation

31st March, 2016 267

Technical, Vocational and Education Training (TVET) Graduation

16th December, 2015 493

Table 10 Foundation Programme Graduates 2015, disaggregated by gender

Graduations Female Male Foundation 355 184 539









13

Graduations

The University holds three graduations each year. The graduations for this reporting period were held at the NUS Gymnasium and saw a total of 688 female and 611 male students graduating in various programmes; total graduates were 1299.

Table 9 NUS Graduations FY2015/2016

NUS Graduation Graduation Date Graduates Foundation Graduation 17th December, 2015 539 Certificates, Undergraduate and Postgraduate Degrees Graduation

31st March, 2016 267

Technical, Vocational and Education Training (TVET) Graduation

16th December, 2015 493

Table 10 Foundation Programme Graduates 2015, disaggregated by gender

Graduations Female Male Foundation 355 184 539








14

Graduations Female Male Certificates, Undergraduate and Postgraduate Degrees 167 100 267

Certificate Certificate in Adult Teaching 2 2

Certificate in Computer Science 1 1 2

Basic Certificate in Science 1 1

Bachelor Bachelor of Arts 16 5 21







Bachelor of Samoan Studies 1 1



Bachelor of Commerce (Honours) 1 1

Diploma Diploma in Computing 1 1

Diploma in Nursing 9 6 15

Diploma in Education 1 1

Diploma in Management 1 1

Graduate Dip Graduate Diploma in Commerce 2 2


Postgraduate Postgraduate Diploma in Development Studies 7 5 12


Postgraduate Diploma in Education 1 1 2

Postgraduate Diploma in Nursing (Midwifery) 8 2 10


Master Master of Development Studies 1 1


15

Graduations Female Male TVET 166 327 493

Certificate Certificate II in Maritime Training (Nautical) 11 85 96

Certificate II in Maritime Training (ME) 4 20 24


Certificate IV in Master Class 5 1 1



Certificate of Tourism & Hospitality (Cookery) 3 5 8

Certificate of Tourism & Hospitality (Food and Beverage) 3 3

Certificate of Tourism & Hospitality (Tour Guiding) 14 3 17

Certificate of Tourism & Hospitality (Front Office) 7 4 11

Certificate in Panel Beating & Spray Painting 2 2 4


National Trades Certificate II (AutEng) 1 28 29

National Trades Certificate II (CJ) 1 31 32

National Trades Certificate II (ElEng) 18 18

National Trades Certificate II (FM) 11 11

National Trades Certificate II (Plumbing) 20 20

National Trades Certificate II (Ref&AirCon) 2 17 19

National Trades Certificate II (Wel&MetFab) 13 13

Diploma Diploma in Business 22 11 33





Foundation Trades and Health Preparatory Year (Cert I) 20 17 37

Sponsored Students

The Ministry of Education, Sports and Culture is an education sector partner which works closely with the NUS. They also represent one of the major sponsors for students studying at the NUS. The following Table summarises the programmes enabled through this funding for the 2015 academic year.

616 students were recipients of these sponsorships; 414 females and 202 males. Of the 227 students with full year funding for their Bachelor of Education programmes, 10 changed their programmes to the Bachelor of Science (Secondary Teaching), an indication of the potential for a pool of science teachers.


15

Graduations Female Male TVET 166 327 493

Certificate Certificate II in Maritime Training (Nautical) 11 85 96

Certificate II in Maritime Training (ME) 4 20 24





Certificate of Tourism & Hospitality (Cookery) 3 5 8

Certificate of Tourism & Hospitality (Food and Beverage) 3 3

Certificate of Tourism & Hospitality (Tour Guiding) 14 3 17

Certificate of Tourism & Hospitality (Front Office) 7 4 11

Certificate in Panel Beating & Spray Painting 2 2 4


National Trades Certificate II (AutEng) 1 28 29

National Trades Certificate II (CJ) 1 31 32

National Trades Certificate II (ElEng) 18 18

National Trades Certificate II (FM) 11 11

National Trades Certificate II (Plumbing) 20 20

National Trades Certificate II (Ref&AirCon) 2 17 19

National Trades Certificate II (Wel&MetFab) 13 13

Diploma Diploma in Business 22 11 33





Foundation Trades and Health Preparatory Year (Cert I) 20 17 37

Sponsored Students

The Ministry of Education, Sports and Culture is an education sector partner which works closely with the NUS. They also represent one of the major sponsors for students studying at the NUS. The following Table summarises the programmes enabled through this funding for the 2015 academic year.

616 students were recipients of these sponsorships; 414 females and 202 males. Of the 227 students with full year funding for their Bachelor of Education programmes, 10 changed their programmes to the Bachelor of Science (Secondary Teaching), an indication of the potential for a pool of science teachers.

16

Table 11 MESC 2015 Sponsorship

Programme16 and Sponsorship Duration Female Male Grand Total

Full Year 241 128 369

FCE 23 16 39

CertCompStud 1 1

BA 1 2 3

BCom 2 2

BEd 189 88 277

BSc 7 6 13

BSc(SecTchg) 4 5 9

GDipEd 9 3 12

PGDip SStudies 1 1

PGDipDevStud 3 3

PGDipEd 2 3 5

PGDipSc 1 1 2

PGDipSS 1 1

MEd 1 1

One Semester 173 74 247

FCA 1 1

FCE 65 23 88

FCG 1 1

FCS 1 1

BA 4 4

BCom 1 1

BEd 82 40 122

BSc 6 2 8

BSc(SecTchg) 1 1

BSci 1 1 2

BSS 1 1

GDipEd 6 2 8

PGDipDevStud 1 1

PGDipEd 5 2 7

PGDipSStudies 1 1

16 Programmes shown indicate the first semester enrolment of students; for those with full year sponsorship, this programme may have changed in the second semester.


17

Community Engagement and International Partnerships

International Partnerships

New Partnerships The University became a member of the Global Universities Partnerships on Environment and Sustainability (GUPES Membership) on 24th of May. This partnership was initiated by the Planning Unit of the Governance, Policy and Planning section of the University and reflects a progression and focus on environmental sustainability initiatives for the NUS.

The University of Otago has been a valued NUS partner for many years and this partnership was further solidified during this financial year with two agreements signed supporting the Faculty of Medicine Development and Award as well as professional development and shared human resources.

The Victoria University of Wellington has also played an integral role in the professional development achievements of the NUS and its staff; enabling opportunities to the National University of Samoa Students Association and supporting strategic discourse and initiatives of the NUS. An additional agreement was signed in March 2016 providing student exchange opportunities to the NUS Community.

CARPIMS, DREAM and CARIBU Mobility Several international partnerships such as those enabling mobility programmes have provided avenues for staff professional development both from a capacity building perspective as well with qualifications upgrading. The CARPIMS, DREAM and CARIBU mobility have greatly supported the NUS in this regard.

Table 12 Level of activities under Mobility Programmes FY2015/2016

Overview of mobilities17 CARIBU CARPIMS Grand Total

Awarded during this period 3 3

Incoming student 3 3

Implement 6 11 17

Incoming Staff Mobility 1 4 5

Outgoing staff Mobility 1 1


Outgoing student 3 1 4

Outgoing staff 2 2

Grand Total 6 14 20

This financial year saw 3 students awarded scholarships to study at the NUS under the CARIBU and CARPIMS mobilities. Previous recipients include 5 students currently studying at the CSS with 3 expected to complete at the end of the 2016 academic year. Similarly, 7 staff and students were given opportunities to study overseas in their various areas of discipline. Much anticipated

17 NUS International Office Reports


17

Community Engagement and International Partnerships

International Partnerships

New Partnerships The University became a member of the Global Universities Partnerships on Environment and Sustainability (GUPES Membership) on 24th of May. This partnership was initiated by the Planning Unit of the Governance, Policy and Planning section of the University and reflects a progression and focus on environmental sustainability initiatives for the NUS.

The University of Otago has been a valued NUS partner for many years and this partnership was further solidified during this financial year with two agreements signed supporting the Faculty of Medicine Development and Award as well as professional development and shared human resources.

The Victoria University of Wellington has also played an integral role in the professional development achievements of the NUS and its staff; enabling opportunities to the National University of Samoa Students Association and supporting strategic discourse and initiatives of the NUS. An additional agreement was signed in March 2016 providing student exchange opportunities to the NUS Community.

CARPIMS, DREAM and CARIBU Mobility Several international partnerships such as those enabling mobility programmes have provided avenues for staff professional development both from a capacity building perspective as well with qualifications upgrading. The CARPIMS, DREAM and CARIBU mobility have greatly supported the NUS in this regard.

Table 12 Level of activities under Mobility Programmes FY2015/2016

Overview of mobilities17 CARIBU CARPIMS Grand Total

Awarded during this period 3 3


Implement 6 11 17

Incoming Staff Mobility 1 4 5

Outgoing staff Mobility 1 1


Outgoing student 3 1 4

Outgoing staff 2 2

Grand Total 6 14 20

This financial year saw 3 students awarded scholarships to study at the NUS under the CARIBU and CARPIMS mobilities. Previous recipients include 5 students currently studying at the CSS with 3 expected to complete at the end of the 2016 academic year. Similarly, 7 staff and students were given opportunities to study overseas in their various areas of discipline. Much anticipated

17 NUS International Office Reports

18

opportunities for the NUS are placed on staff mobilities by way of one-month placements that generally result in sharing and development initiatives.

Table 13 NUS International Partnerships Summary 2015

Organisation Country

1. APTC Australia Pacific Technical College Australia 2. Institute of Research for Development Fiji 3. International Trade Center United States of America 4. James Cook University Australia 5. Liaocheng University People's Republic of China 6. Manukau Institute of Technology New Zealand 7. Nagano College Of Nursing Japan 8. Norman Kirk Memorial Trust New Zealand 9. Otago University New Zealand 10. Polytechnic University Delle Marche

Italy

11. Ritsumeikan Asia Pacific University Japan 12. The Fiji National University Fiji 13. The University of Auckland New Zealand 14. University of French Polynesia Tahiti 15. Victoria University of Wellington New Zealand 16. Waseda University Japan 17. GUPES Membership International 18. Mundus ACP II Project International 19. Universidade Do Porto - Erasmus Mundus

(Action2) International

20. Erasmus Mundus Action2 "DREAM Project International

National Partnerships

Local partnerships18 are summarised in the following table.

Table 14 NUS National Partnerships Summary 2015

1. Apprenticeship Council of Samoa, Ministry of Commerce Industry and Labour

2. Government of Samoa 3. Peace Corps Samoa 4. Samoa Education Sector Support Program (ESSP) 5. Secretariat of the Pacific Regional Environment Programme(SPREP)

At the conclusion of this reporting period, the University was in the process of formalising preparations for the signing of an agreement with the Samoa Nurses Association of Samoa. This was a much anticipated partnership given the consultative and stakeholder management effort undertaken by the University Management and underscored the value ascribed to securing this partnership.

18 Partnerships that were active as at 31st June 2016


19

Infrastructure and Resources

University Personnel

The University underwent organisational restructuring this period. The positions of Registrar and Manager, Secretariat were disestablished while (other) new positions were created and renamed. An additional Deputy Vice-Chancellor role was also formalised; making two. The Deputy Vice-Chancellor roles were each given specific portfolio with one relating to Academic and Research while the other to overseeing Corporate Services, the latter represented an upgrade of the Registrar position. The Manager, Secretariat position was also upgraded to a Director role to oversee the new Governance, Policy and Planning section.

Also of significant note for the University was the appointment of the Director, Academic Quality Unit. The Unit embodies the University’s intention to develop, enhance and progress the quality of Teaching and Learning; one of the NUS’ strategic pillars and core functions.

Figure 1 represents the general overview of the University’s organisational structure at the close of this financial year. It reflects a stronger mapping against the five strategic pillars and a high level framework, upon which the University seeks to achieve its objectives.

As the University expands to encompass three campuses (Lepapaigalagala, Moto’otua Campus and Ocean Campus) a greater demand is placed on NUS in terms of managing and servicing the staff and students at these satellite communities. Increased transportation and human resources costs are inevitable as NUS strives to meet these demands. Table 15 provides a summary of personnel under each section of the university for the reported financial period.


19

Infrastructure and Resources

University Personnel

The University underwent organisational restructuring this period. The positions of Registrar and Manager, Secretariat were disestablished while (other) new positions were created and renamed. An additional Deputy Vice-Chancellor role was also formalised; making two. The Deputy Vice-Chancellor roles were each given specific portfolio with one relating to Academic and Research while the other to overseeing Corporate Services, the latter represented an upgrade of the Registrar position. The Manager, Secretariat position was also upgraded to a Director role to oversee the new Governance, Policy and Planning section.

Also of significant note for the University was the appointment of the Director, Academic Quality Unit. The Unit embodies the University’s intention to develop, enhance and progress the quality of Teaching and Learning; one of the NUS’ strategic pillars and core functions.

Figure 1 represents the general overview of the University’s organisational structure at the close of this financial year. It reflects a stronger mapping against the five strategic pillars and a high level framework, upon which the University seeks to achieve its objectives.

As the University expands to encompass three campuses (Lepapaigalagala, Moto’otua Campus and Ocean Campus) a greater demand is placed on NUS in terms of managing and servicing the staff and students at these satellite communities. Increased transportation and human resources costs are inevitable as NUS strives to meet these demands. Table 15 provides a summary of personnel under each section of the university for the reported financial period.

20

Table 15 Summary of FY2015/2016 Personnel by section

NUS Section Staff AS CS GS TS V Grand Total

Academic and Research 57 14 15 102 3 191

AQU 2 1 3

CSS 5 5 1 4 15

FOA 12 1 17 30

FOAS 2 1 2 31 36

FOBE 5 1 15 2 23

FOE 15 3 8 26

FOM 5 2 3 10

FOS 13 2 27 42

OCEPD 4 2 6

Chancellery 19 22 41

DVC-AR 1 1

DVC-CS 1 1

FIN 5 14 19

GPP 8 1 9

GYM 1 2 3

MKG, PRNT & BK 1 3 4

VC Office 3 1 4

Corporate Services 18 89 107

HR 1 7 8

ICT 5 7 12

Intl Office 1 1

LIB 3 8 11

PM 62 62

SSS 6 6

STUD ADMIN 2 5 7

Grand Total 57 51 126 102 3 339

Key: AS- Academic Staff, CS-Comparable Staff, GS-General Staff, TS-Teaching Staff, V-Volunteers


21

Figure 2 General overview of NUS Organisational Structure

Part time staff are sometimes inevitable particularly when resourcing the University with teachers in specialised disciplines. An issue that further compounds the difficulty of recruiting full time staff in these disciplines is the limited pool to draw from. As a result, such expertise is recruited on a part-time basis to satisfy the need for teachers in these areas.

Table 16 Overview of part-time academic and teaching staff

NUS Section Staff Part-time Academic and Teaching Grand Total

Academic and Research 33 33

FOA 10 10

FOAS 8 8

FOBE 12 12

FOE 1 1

FOM 1 1

FOS 1 1

Grand Total 33 33

Vice Chancellor and President of the National University of Samoa

Academic and Research

Academic Quality Unit

Faculties

Centres

Corporate Services

Student Administration

and Support Services

ICT

Property Maintenance

International Office

University Libraries

Governance, Policy and Planning

Planning

Policy

Secretariat

Financial Services

Finance

Gymnasium

Marketing & Bookshop


21

Figure 2 General overview of NUS Organisational Structure

Part time staff are sometimes inevitable particularly when resourcing the University with teachers in specialised disciplines. An issue that further compounds the difficulty of recruiting full time staff in these disciplines is the limited pool to draw from. As a result, such expertise is recruited on a part-time basis to satisfy the need for teachers in these areas.

Table 16 Overview of part-time academic and teaching staff

NUS Section Staff Part-time Academic and Teaching Grand Total

Academic and Research 33 33

FOA 10 10

FOAS 8 8

FOBE 12 12

FOE 1 1

FOM 1 1

FOS 1 1

Grand Total 33 33

Vice Chancellor and President of the National University of Samoa

Academic and Research


Faculties

Centres

Corporate Services

Student Administration

and Support Services

ICT

Property Maintenance

International Office

University Libraries


Planning

Policy

Secretariat

Financial Services

Finance

Gymnasium

Marketing & Bookshop

22

Professional Development of Staff

Professional development of staff occur in a number of ways including conference attendance, certification examinations, forums, meetings, seminars, training, and workshops (and more). These build capabilities within NUS. The following table reflects the opportunities for short-term professional development leave undertaken for the 2015 academic year19.

Table 17 Summary of Staff Short Term PDL (2015 Academic Year)

Short Term PDL Academic & Research Corporate Services Grand Total

Conference 14 14

Examination 1 1

Forum 1 1

Meeting 7 2 9

Representation 4 4

Research 2 2

Seminar 6 6

Training 17 3 20

Workshop 16 16

Grand Total 68 5 7320

19 HR Short Term PDL Register 20 Includes staff whom may have taken multiple short term PDL during the academic year


23

Qualified and trained staff provide an enhanced platform upon for service delivery both from an academic as well as administrative perspective. The following table provides an overview of the NUS personnel qualifications21.

Table 18 Overview of NUS Personnel Qualifications

SECTION Bachelor PGDip Master PhD Grand Total Academic and Research

FOAS 10 1 5 16 FOS 26 1 7 5 39 FOA 13 3 11 1 28 FOE 6 1 9 5 21 FOBE 8 1 8 1 18 CSS 5 1 5 2 13 OCEPD 1 1 3 5 AQU 1 1 2 FOM 2 4 6

Chancellery FIN 8 8 GYM 1 1 DVC-AR 1 1 MKG, PRNT & BK 1 1 GPP 5 2 7 VC Office 2 1 3

Corporate Services DVC-CS 1 1 ICT 3 3 STUD ADMIN 2 1 3 PM 2 2 LIB 2 2 SSS 3 3 6 HR 1 1

Grand Total 100 9 62 16 187

Information Communications and Technology Infrastructure

The infrastructure supporting information, communications and technology at the NUS is a crucial aspect to the delivery of quality education to students. The potential created for development in this area is enormous, however the mediating effect of cost on the one hand and expertise on the other, continues to be a barrier. Nevertheless, progressing this area is a priority despite the challenges as the University expands across the three campuses.

Overview of NUS ICT Profile22 Internet download speed 10mbs Internet upload speed 4mbs Wifi Access points 3 buildings across campus Student Labs 14 labs/computer rooms Total student computers 209 computers

21 As at 31st June, 2016 22 NUS ICT Report


23

Qualified and trained staff provide an enhanced platform upon for service delivery both from an academic as well as administrative perspective. The following table provides an overview of the NUS personnel qualifications21.

Table 18 Overview of NUS Personnel Qualifications

SECTION Bachelor PGDip Master PhD Grand Total Academic and Research

FOAS 10 1 5 16 FOS 26 1 7 5 39 FOA 13 3 11 1 28 FOE 6 1 9 5 21 FOBE 8 1 8 1 18 CSS 5 1 5 2 13 OCEPD 1 1 3 5 AQU 1 1 2 FOM 2 4 6

Chancellery FIN 8 8 GYM 1 1 DVC-AR 1 1 MKG, PRNT & BK 1 1 GPP 5 2 7 VC Office 2 1 3

Corporate Services DVC-CS 1 1 ICT 3 3 STUD ADMIN 2 1 3 PM 2 2 LIB 2 2 SSS 3 3 6 HR 1 1

Grand Total 100 9 62 16 187

Information Communications and Technology Infrastructure

The infrastructure supporting information, communications and technology at the NUS is a crucial aspect to the delivery of quality education to students. The potential created for development in this area is enormous, however the mediating effect of cost on the one hand and expertise on the other, continues to be a barrier. Nevertheless, progressing this area is a priority despite the challenges as the University expands across the three campuses.

Overview of NUS ICT Profile22 Internet download speed 10mbs Internet upload speed 4mbs Wifi Access points 3 buildings across campus Student Labs 14 labs/computer rooms Total student computers 209 computers

21 As at 31st June, 2016 22 NUS ICT Report

24

The Samoa Submarine Cable Project23 initiated during this period offers a form of respite from these challenges, not only for the University but also for implementing agencies and members of the Education Sector. Offerings of gratis internet utilisation or formulation of subsidisation strategies, by the GoS, could substantially open up the opportunities for the Education Sector to significantly impact the quality of education. Such a catalytic provision would directly enable valuable capabilities and enhance the efforts of the University as well as the Education sector.

Student Support Services

This newly established section provides literacy, numeracy and counselling services to the NUS student community. While supporting the education sector as one of several measures to counter literacy and numeracy challenges, it has been welcomed by students. This section started providing literacy services and continued counselling services in the second half of this financial year. In the course of operations, it started developing a strategic framework for service delivery. The strategic framework also focused on improved coordination with faculties.


The establishment of the Academic Quality Unit (AQU) supports the drive to have the NUS’ qualifications recognised locally, regionally and internationally. It builds on and brings together, in a more focussed and systematic manner, the various processes and activities, which support academic quality. This includes courses and lecturer evaluations, facilitation of external programme reviews, spearheading and driving the implementation of AQA Report recommendation as well as facilitating other initiatives along this vein. Staffing of this section commenced during this period.

University Ocean Campus, Mulinu’u

The University Ocean Campus project was made possible through aid from the Government of the Peoples Republic of China (PROC). The University is indebted to the People’s Republic of China for its (their) generosity and good will in supporting the University and enabling the construction of this much needed facility. These infrastructural developments are vital to the effectiveness of the NUS’ programme delivery and provides much needed capacity for the University’s growing population.

Leadership and Governance


As the University came to the concluding half of the financial year, the Governance, Policy and Planning section was established with the appointment of a Director to oversee and guide its new mandate. While including support for the Council and Executive Committee, the section is also responsible for driving and implementing measures that enhance the University’s ability to meet its legislatively mandated reporting obligations. The last quarter of this financial year saw the section delivering the Senior Level Reporting Workshop and VCC Corporate Planning Workshop for the

23 www.adb.org


25

Corporate Plan 2017-2020. Closer stakeholder ties were also a focus with working relationships strengthened with the Ministry of Public Enterprises and the Education Sector.

Reflections on Quality Seminar

The Academic Quality Unit facilitated a seminar which initiated discussion between more than 90 university staff about the meaning of quality in education. The event showcased informative presentations from key stakeholders and enabled an opportunity for an improved spirit of collegiality and common understanding between staff.


25

Corporate Plan 2017-2020. Closer stakeholder ties were also a focus with working relationships strengthened with the Ministry of Public Enterprises and the Education Sector.

Reflections on Quality Seminar

The Academic Quality Unit facilitated a seminar which initiated discussion between more than 90 university staff about the meaning of quality in education. The event showcased informative presentations from key stakeholders and enabled an opportunity for an improved spirit of collegiality and common understanding between staff.

26

Overview of financial performance and results

Income and Expenses

The University recognised a 7% decrease in this reporting period’s grant from the Government of Samoa (GoS). This eventuated as a direct result of maintaining the GoS budget deficit within 5.1% of the GDP. Nevertheless, the University saw an increase in revenues generated from course fees and rental income.

Increase in fees collected reflected an approximately 4% increase in student intake for the year compared to prior year semesters. This was mainly due to the implementation of the reduced minimum entrance level from Year(s) 13 (in)to the University. In addition, the 10% increase in tuition commenced back in Jan 2015 which covered only one semester for the Financial year 2014/2015. This had continued throughout the two semesters for the current financial year.

This financial year showed increased hirage of the NUS facilities for weddings and conferences as well as for training, on top of the continued renting contract with APTC.

The University actively maintained control over expenses with a slight increase of 3% on top of the overall expenditure.

Funding of Research Projects

Research is a key business of the NUS as a University. Research outputs are one of several academic outputs that inform policy as well as institutional and national developments. Supporting research initiatives is one of the functions of UREC. During this period UREC committed approximately $50k to researcher project undertakings in various disciplines.

Funds received from Grants

Several academic sections of the University have played their role in not only driving research but also in securing external funding to support these activities. These laudable efforts during this period are summarised in the below table.

Table 19 Overview of external grant funding FY2015/2016

Section Project Grant Approximate Funds CSS University of St Andrews Euro$20,000

US Ambassadors Fund USD$30,000 UN Women-IPPWS USD$20,000 Pacific Leadership Programmes ST$46,000

FOBE Empower of Women Project ST$62,000 FOS Technical Centre for Agricultural and Rural

Cooperation (CTA) ST$54,000

Global Environment Facility ST$74,000

Financial management

The University has maintained tight financial controls of resources as evidenced in annual accounts in years past. It has required a careful balancing act of prioritising and addressing immediate needs


27

while planning for the future. Generating additional revenue to supplement the usual course fees and grant funding streams are also evidenced.

Figure 3 NUS 2012-2016 Income Trends

Figure 4 Income vs Expenses 2012-2016

$11,586,670 $11,574,802 $10,998,942 $11,888,120 $11,046,789

$7,825,595 $8,436,090 $9,334,781 $10,480,261 $12,698,058

2012 2013 2014 2015 2016

Perc

ent o

f Tot

al In

com

e

Total Income trends 2012-2016Government Grant NUS Generated Income

2012 2013 2014 2015 2016Total Expenses $17.85 $19.17 $19.36 $22.30 $22.26

Total Income $19.41 $20.01 $20.33 $22.37 $23.74

1517

1921

2325

SAT

$ 1

,00

0,0

00

Income and Expenses 2012-2016


27

while planning for the future. Generating additional revenue to supplement the usual course fees and grant funding streams are also evidenced.

Figure 3 NUS 2012-2016 Income Trends

Figure 4 Income vs Expenses 2012-2016

$11,586,670 $11,574,802 $10,998,942 $11,888,120 $11,046,789

$7,825,595 $8,436,090 $9,334,781 $10,480,261 $12,698,058

2012 2013 2014 2015 2016

Perc

ent o

f Tot

al In

com

e

Total Income trends 2012-2016Government Grant NUS Generated Income

2012 2013 2014 2015 2016Total Expenses $17.85 $19.17 $19.36 $22.30 $22.26

Total Income $19.41 $20.01 $20.33 $22.37 $23.74

1517

1921

2325

SAT

$ 1

,00

0,0

00

Income and Expenses 2012-2016

28

Progress with the Corporate Plan The NUS Corporate Plan 2016-2019 sets out an updated and revised subsection of the NUS Strategic Plan 2010-2020. This legislatively mandated document (publication) outlines the implementation plan for the University. The details of the individual KPIs within the Corporate Plan are recorded in the Quarterly reports as required by the appropriate government authorities. This section of the report provides an overview of the progress made with the Corporate Plan according to its five strategic pillars. Following the overview are some of the key challenges identified by the University in pursuing the realisation of its Vision, Mission and Strategic objectives as documented in the Corporate Plan.

Overview of KPIs

At the end of this financial period, approximately 67% of the activities under this implementation plan had either been achieved or work in progress across the five strategic pillars24. The remaining activities included those that had yet to be started or needed revision to effectively support implementation as well as monitoring.

A focus for this period highlighted areas for development and refinement, particularly in the way the university captures information and how it measures these activities.

Figure 5 Overview of Corporate Plan KPI Activities at end of FY2015/2016

Pillar 1: Research

The Corporate Plan outlines approximately 71 Research KPIs for the University to achieve. This financial year saw 65% of these KPIs as having been achieved or work in progress. Those that had

24 2016QR04 CP Activity Update, GPP Monitoring and Evaluation tracker

16

7

10

9

16

21

12

4

31

30

4

5

19

7

20

5

5

3

4

5

LEADERSHIP AND GOVERNANCE

RESOURCES AND INFRASTRUCTURE

COMMUNITY ENGAGEMENT ANDINTERNATIONAL PARTNERSHIPS

TEACHING AND LEARNING

RESEARCH

Overview of Corporate Plan KPI ActivitiesAchieved In progress Not yet started To be revised


29

not yet started were related to strengthening linkages with international parties, government and private sector to drive and fund research. Other KPI areas were related to:

• Increasing the number of publications from research reports • Support of innovations in TVET programmes • Implementing marketing strategies for research • Management and refinement of the NUS publication database • Instituting a research leadership programme • Support and mentoring of higher degree research students • Support and mentoring of staff

Pillar 2: Teaching and Learning

There are 51 KPIs registered under the Teaching and Learning strategic pillar. During this period the University was able to achieve and progress 78% of the Teaching and Learning KPIs. Those that had not yet started were related to the development of additional community based training programme, implementation of online enrolment and establishing evidence-based baselines for student support services and proficiency of students in foreign languages.

The Student Support Services is still in its first year of operation and expanding quickly with a notable indication of demand from the students. Other factors constraining implementation under this pillar are naturally related to availability of financial and human resources. This (is) remains a constant for the NUS and is approached with a persevering, innovative and proactive stance to mitigate this challenge.

Pillar 3: Community Engagement and International Partnership

This pillar (was) showed less progress this period compared to other pillars with 38% of the activities achieved or progressed. Despite this performance, a lot of work was indeed carried out as reflected in this report. While activities are aligned with the overarching strategic objective, some are not explicitly captured as a KPI and as such are not reflected in the pillar assessment.

In reviewing the pillar 3 KPIs, areas identified for attention are directly related to community outreach programmes, alumni development and strengthening of mentoring initiatives and activities for students.

Pillar 4: Infrastructure and Resources

Land, Buildings and associated infrastructure are heavily linked to (with) finances. Prioritising the utilisation of funds towards these efforts are slow. A dependency on external funding is the reality with grants actualising the needs of the staff and student community. Despite this, the University was able to achieve and progress 65% of its KPIs under this pillar.

Challenges in commencement and implementation remain heavily on construction projects (Library, Science, Computer and Nursing Labs), infrastructural developments targeted at supporting inclusive education and enhancing information, communications and technology. Ongoing discussion throughout this period (has) underscored the importance of developing the infrastructure (ICT, Student Support Services, qualified staff) to not only meet the needs of the University community but also to maintain pace globally.


29

not yet started were related to strengthening linkages with international parties, government and private sector to drive and fund research. Other KPI areas were related to:

• Increasing the number of publications from research reports • Support of innovations in TVET programmes • Implementing marketing strategies for research • Management and refinement of the NUS publication database • Instituting a research leadership programme • Support and mentoring of higher degree research students • Support and mentoring of staff

Pillar 2: Teaching and Learning

There are 51 KPIs registered under the Teaching and Learning strategic pillar. During this period the University was able to achieve and progress 78% of the Teaching and Learning KPIs. Those that had not yet started were related to the development of additional community based training programme, implementation of online enrolment and establishing evidence-based baselines for student support services and proficiency of students in foreign languages.

The Student Support Services is still in its first year of operation and expanding quickly with a notable indication of demand from the students. Other factors constraining implementation under this pillar are naturally related to availability of financial and human resources. This (is) remains a constant for the NUS and is approached with a persevering, innovative and proactive stance to mitigate this challenge.

Pillar 3: Community Engagement and International Partnership

This pillar (was) showed less progress this period compared to other pillars with 38% of the activities achieved or progressed. Despite this performance, a lot of work was indeed carried out as reflected in this report. While activities are aligned with the overarching strategic objective, some are not explicitly captured as a KPI and as such are not reflected in the pillar assessment.

In reviewing the pillar 3 KPIs, areas identified for attention are directly related to community outreach programmes, alumni development and strengthening of mentoring initiatives and activities for students.

Pillar 4: Infrastructure and Resources

Land, Buildings and associated infrastructure are heavily linked to (with) finances. Prioritising the utilisation of funds towards these efforts are slow. A dependency on external funding is the reality with grants actualising the needs of the staff and student community. Despite this, the University was able to achieve and progress 65% of its KPIs under this pillar.

Challenges in commencement and implementation remain heavily on construction projects (Library, Science, Computer and Nursing Labs), infrastructural developments targeted at supporting inclusive education and enhancing information, communications and technology. Ongoing discussion throughout this period (has) underscored the importance of developing the infrastructure (ICT, Student Support Services, qualified staff) to not only meet the needs of the University community but also to maintain pace globally.

30

Pillar 5: Leadership and Governance

80% of the Leadership and Governance activates were either achieved or progressed during this period. Planned improvements for the next period include the development of a (n) NUS Marketing Strategy, Section Service Charters as well as enhancing policy related activities for the University.

Some headway had been made with a component of the marketing strategy with the establishment of a marketing sub-committee, which focused on strategies to attract international students to NUS; particularly to support enrolment tin the Faculty of Medicine.

Challenges identified and way forward

In monitoring and evaluating the University’s implementation of its activities and achievement of its (activities and) KPIs under the NUS Corporate Plan, several key issues were identified reflecting some of the challenges encountered during this period.

At the immediate onset, it can be recognised that the NUS does indeed have a grand vision to undertake several initiatives and approaches to realising its strategic objectives. However, these can be refined to further embrace the concept of SMART (Specific, Measurable, Achievable, Realistic, Time-bound). Several KPIs were difficult to measure and while time-bound, when considered as part of the portfolio of work, questions arose as to (with) their attainability, in the time set.

The monitoring and evaluation of the University’s progress against the Corporate Plan proved challenging. In the future, it may be highly beneficial to expand this capability within the University. The responsibility came under the purview of the Governance, Policy and Planning section late in this period. Opportunities to support these capabilities were nevertheless identified across the people, process and resource dimensions.

• Additional human resources or reclassification of roles to share the monitoring and evaluation effort

• Development of tools, delivery of workshops to support targeted reporting • Establishment of documented and streamlined processes to support information collation • Stakeholder engagement initiatives to raise internal planning and reporting awareness

Reflecting on how the University carried out and reported on these activities also highlighted the need to consider approaches that supported evidenced-based recognition of the University’s overall performance. Reporting capabilities and practices need to be strengthened while promoting and raising a shared community awareness of all the activities in the NUS Corporate Plan.

The University expects that many of these challenges and the way forward as documented in the redeveloped Corporate Plan 2017-2020 will set NUS on a better footing for the next reporting period.


31

Capital expenditure and projects

University Ocean Campus

The University Ocean Campus project was made possible through aid from the Government of the Peoples Republic of China (PROC) and facilitated through the Government of Samoa’s Ministry of Finance (MOF). As the account holder for the project, actual figures for the project remain with the MOF.

However, some aspects of this project were funded with the NUS operational budget to address unidentified expenditures and to progress the project. This was carried out with the intention that funds would be recovered or reimbursed from the MOF as the responsible and authorised party under the project and grant contract. While this was unsuccessful, the University has identified that future projects of this nature require a clear delineation of responsibilities for identified executing and implementing project roles; a necessity to mitigate the associated financial risk experienced in this project.

Ocean Campus Security Fence

An additional unanticipated expense required to secure the University Ocean Campus facility was the erection of a security fence. This cost was carried by the University and represented necessary work to address safety and security considerations for the Campus.

Centre for Samoan Studies Cultural Centre Buildings

The project and construction for the CSS Cultural Centre Buildings commenced well before this financial year with work carried out and completed during this period. The project was funded internally. However given the level of funds, (required) government endorsement was required before proceeding.

Completion of the CSS Cultural Centre Buildings (Centre of Samoan Studies) was realized during this period and provided further project management exposure for the University. The total cost of the cultural centre was capitalised this financial year and the completion represented not only a milestone but the provision of much needed space for staff and students.


31

Capital expenditure and projects

University Ocean Campus

The University Ocean Campus project was made possible through aid from the Government of the Peoples Republic of China (PROC) and facilitated through the Government of Samoa’s Ministry of Finance (MOF). As the account holder for the project, actual figures for the project remain with the MOF.

However, some aspects of this project were funded with the NUS operational budget to address unidentified expenditures and to progress the project. This was carried out with the intention that funds would be recovered or reimbursed from the MOF as the responsible and authorised party under the project and grant contract. While this was unsuccessful, the University has identified that future projects of this nature require a clear delineation of responsibilities for identified executing and implementing project roles; a necessity to mitigate the associated financial risk experienced in this project.

Ocean Campus Security Fence

An additional unanticipated expense required to secure the University Ocean Campus facility was the erection of a security fence. This cost was carried by the University and represented necessary work to address safety and security considerations for the Campus.

Centre for Samoan Studies Cultural Centre Buildings

The project and construction for the CSS Cultural Centre Buildings commenced well before this financial year with work carried out and completed during this period. The project was funded internally. However given the level of funds, (required) government endorsement was required before proceeding.

Completion of the CSS Cultural Centre Buildings (Centre of Samoan Studies) was realized during this period and provided further project management exposure for the University. The total cost of the cultural centre was capitalised this financial year and the completion represented not only a milestone but the provision of much needed space for staff and students.

32

Outlook for the next year While many of the University projects are outlined in the NUS Corporate Plan, the following represent key projects and activities that will become a focus for the next financial period.

• Campus Master Plan consultations and exposure draft • Education Sector Plan Implementation and collaboration • Final implementation of restructuring changes • Midterm review of the NUS Strategic Plan 2010-2020 • National Research Council • Exploration of ICT investment and services support (e.g. Submarine Cable Project

outcomes, National Broadband Infrastructure inclusion) • NUS Academic Benchmarking • NUS Statistical Annual Digest • NUS Savaii Campus Concept • Project funding for Student’s Resource & Support Services Complex (includes Library) • Real Costing Exercise for select programmes – real cost to educate a student • School of Nursing and Health Science External Programme Review • WHO Listing of the Faculty of Medicine


33

Future risks and uncertainties It can be a daunting exercise anticipating the future risks and uncertainties inherent in managing an educational institution. The challenges and associated risks are often many but the following summarises the risk considerations of the University identified for the immediate future.

Risk Situation

Strategic

Change Management

Teeming with change this financial year naturally ushered in change management risks. Implementation challenges and university staff community resistance were at the fore. Carrying out multiple consultation sessions and engaging in open dialogue was the approach adopted as part of the change management approach.

Operational

Resourcing constraints

Space Financial

The gymnasium had been utilised to cater for large class numbers. As a consequence however, (consequentially) lecturers were often required to deliver multiple sessions of the same lecture (r) to accommodate the large numbers. While the current measures provide a short-term solution, they are simply not sustainable thus creating an operational risk given the increasing students enrolment 2015 enrolment showed a 15% increase compared to previous year.

It is recognised that the GoS grant and tuition fees may not be sufficient to adequately provide the resources needed to support quality education for the NUS students. A real cost of education exercise must be undertaken across all university programmes to confirm this understanding. With the GoS trend of a reduced education grant to the NUS, resourcing the growing student numbers represents an efficacy risk not only to the NUS but has far reaching economic impact on the national community in terms of meeting and supporting) human resource needs. To put simply, if education is not adequately resourced, national outcomes are compromised; the quality and pool of future human resources cannot be optimally attained.

In (the) light of a reducing GoS grant trend, there is added pressure to rely on additional revenues generated. The University had created additional measures to create reassurances through the fees payment policy. This policy seeks to reduce course fee related account receivables through the re-registration process. Administration of this process is also an additional overhead. Unfortunately, the University had also encountered and received conflicting political pressure to make allowances, in light of this policy, resulting in increased administrative overhead. Ultimately, there is a risk of counterintuitive situations where fees remain unpaid, yet administration services have already been provided, incurring additional and higher administration


33

Future risks and uncertainties It can be a daunting exercise anticipating the future risks and uncertainties inherent in managing an educational institution. The challenges and associated risks are often many but the following summarises the risk considerations of the University identified for the immediate future.

Risk Situation

Strategic

Change Management

Teeming with change this financial year naturally ushered in change management risks. Implementation challenges and university staff community resistance were at the fore. Carrying out multiple consultation sessions and engaging in open dialogue was the approach adopted as part of the change management approach.

Operational

Resourcing constraints

Space Financial

The gymnasium had been utilised to cater for large class numbers. As a consequence however, (consequentially) lecturers were often required to deliver multiple sessions of the same lecture (r) to accommodate the large numbers. While the current measures provide a short-term solution, they are simply not sustainable thus creating an operational risk given the increasing students enrolment 2015 enrolment showed a 15% increase compared to previous year.

It is recognised that the GoS grant and tuition fees may not be sufficient to adequately provide the resources needed to support quality education for the NUS students. A real cost of education exercise must be undertaken across all university programmes to confirm this understanding. With the GoS trend of a reduced education grant to the NUS, resourcing the growing student numbers represents an efficacy risk not only to the NUS but has far reaching economic impact on the national community in terms of meeting and supporting) human resource needs. To put simply, if education is not adequately resourced, national outcomes are compromised; the quality and pool of future human resources cannot be optimally attained.

In (the) light of a reducing GoS grant trend, there is added pressure to rely on additional revenues generated. The University had created additional measures to create reassurances through the fees payment policy. This policy seeks to reduce course fee related account receivables through the re-registration process. Administration of this process is also an additional overhead. Unfortunately, the University had also encountered and received conflicting political pressure to make allowances, in light of this policy, resulting in increased administrative overhead. Ultimately, there is a risk of counterintuitive situations where fees remain unpaid, yet administration services have already been provided, incurring additional and higher administration

34

Risk Situation

costs as a result of political interventions. The University’s fees policy while supporting internal revenue generation still requires the external support and awareness of the public and the GoS.

ICT Infrastructure and design

Resourcing ICT infrastructure and design is investment in capital works as well as ICT specialised expertise. Funding for this area is highly dependent on external grants, support, and internal revenue generation. The investment is by no means a small one. While proactive attempts and regular initiatives are undertaken, finances and developments may not progress at an acceptable pace. This represents a huge future risk for the University in lagging far behind the rest of the world. Given the current globalisation context, this potential future risk will certainly impact negatively on the reputation of the University as a tertiary institution especially with regards to the relevance of its programmes and effectiveness of its programme delivery.

While finances represent one aspect, expertise is another. There is still a large demand for ICT related expertise within Samoa.

Student Conduct

Foundation students represent approximately close to one-third of the student population. A majority, if not all, of incidences of student conduct include individuals from this representation. The community oriented attitudes and values of these students are crucial to maintaining campus harmony. The inverse represents a risk to this harmony and safety consideration for the rest of the community. The university had approached breaches of conduct accordingly while initiating programmes to help build student maturity and awareness as members of our community. In doing so, the University recognised that this is but one measure (as part) of a much larger consolidated approach that should take place at the student’s home, primary and secondary schools, church and village community.


35

VC Concluding Remarks This financial period ends with the beginning of yet another academic year for the University. Implementation of many initiatives coincided at this juncture with new staff, new sections and a palpable shift as the University community assimilates into new ways of doing things. The changes are a precursor to the anticipated organisational capabilities that underpins this strategic shift; a strategic shift for greater success.

The success of the University across its strategic pillars is fundamentally contingent on a coordinated and united effort of the NUS community. This period highlighted success across Research, Teaching and Learning with development efforts across Infrastructure and Resources, Engagement and Partnership as well as in Leadership and Governance. These successes and efforts were representative of the NUS community effort.

In this vein, I extend the sincerest appreciation and thanks to the University Council and Executive Committee in its support and guidance of all the efforts to pursue a realisation of the University’s vision. I am grateful to our partners both local and international and to our University and National donor partners for your invaluable commitment as evident by the resources provided during this period and over the years. Many advances and achievements of the University have been made possible only through your support and good will.

I applaud the staff and students of the NUS for their enduring commitment to our core functions in research, teaching and learning. Fa’amālo fa’afetai. It is through your hard work and upon your shoulders that this University was, is and will continue to be built to greater heights.

In reflecting upon this period, I am reassured and confident that through the dedication and resilience of our NUS community and support of its valued stakeholders, the NUS will continue to achieve many great things in pursuit of “quality education for all”; quality education for our Samoa.

May God bless and guide our journey

Prof. Fui Le’apai Tu’ua Īlaoa Asofou So’o Tapa’au ma Peresitene o le Iunivesite


35

VC Concluding Remarks This financial period ends with the beginning of yet another academic year for the University. Implementation of many initiatives coincided at this juncture with new staff, new sections and a palpable shift as the University community assimilates into new ways of doing things. The changes are a precursor to the anticipated organisational capabilities that underpins this strategic shift; a strategic shift for greater success.

The success of the University across its strategic pillars is fundamentally contingent on a coordinated and united effort of the NUS community. This period highlighted success across Research, Teaching and Learning with development efforts across Infrastructure and Resources, Engagement and Partnership as well as in Leadership and Governance. These successes and efforts were representative of the NUS community effort.

In this vein, I extend the sincerest appreciation and thanks to the University Council and Executive Committee in its support and guidance of all the efforts to pursue a realisation of the University’s vision. I am grateful to our partners both local and international and to our University and National donor partners for your invaluable commitment as evident by the resources provided during this period and over the years. Many advances and achievements of the University have been made possible only through your support and good will.

I applaud the staff and students of the NUS for their enduring commitment to our core functions in research, teaching and learning. Fa’amālo fa’afetai. It is through your hard work and upon your shoulders that this University was, is and will continue to be built to greater heights.

In reflecting upon this period, I am reassured and confident that through the dedication and resilience of our NUS community and support of its valued stakeholders, the NUS will continue to achieve many great things in pursuit of “quality education for all”; quality education for our Samoa.

May God bless and guide our journey

Prof. Fui Le’apai Tu’ua Īlaoa Asofou So’o Tapa’au ma Peresitene o le Iunivesite

36

Annual Audited Accounts



NATIONAL UNIVERSITY OF SAMOA

FINANCIAL STATEMENTS

FOR THE YEAR ENDED 30 JUNE 2016

National University of SamoaFinancial Statements

For the year ended 30 June 2016

CONTENTS___________________________________________________________________________

2

Page

Managements Report 3

Councils Report 4

Auditor’s Report – Audit Office

Auditor’s Report – Betham & Co

Statement of Financial Performance 5

Statement of Financial Position 6

Statement of Changes in Equity 7

Statement of Cash Flows 8

Notes to the Financial Statements 9 - 22


National University of SamoaFinancial Statements


CONTENTS___________________________________________________________________________

2

Page

Managements Report 3

Councils Report 4

Auditor’s Report – Audit Office

Auditor’s Report – Betham & Co

Statement of Financial Performance 5

Statement of Financial Position 6

Statement of Changes in Equity 7

Statement of Cash Flows 8

Notes to the Financial Statements 9 - 22


National University of SamoaStatement of Financial Performance


5

2016 2015$ $

NotesIncomeOperating grant 11,046,789 11,888,120Course fees 3 10,064,989 8,586,986Rental income 7 651,978 471,937Hire of gowns 95,511 82,454Gymnasium fees 69,741 58,594Project donor funds 5 - 1,174Amortisation of deferred income 4 1,303,168 815,668Other income 23 392,606 374,818Surplus from Bookshop operations 6 120,065 88,630Total income 23,744,847 22,368,381

ExpensesAdministration expenses 9 4,246,639 4,463,814Accounting & Audit fees 38,678 29,977Deficit from conference hosting 8 1,408 33,019Depreciation 10 2,656,006 2,348,144Repairs & maintenance 407,238 607,468Software upgrade/fees 137,086 154,285Personnel costs 11 14,572,639 14,421,480Provision for long service leave 21 196,417 237,875Total expenses 22,256,111 22,296,062Operating surplus 1,488,736 72,319Other gains/(losses)Net finance income 12 100,170 100,515Total other expenses 100,170 100,515

Net surplus for the year 1,588,906 172,834

The accompanying notes form an integral part of the above financial statement.


National University of SamoaStatement of Changes in EquityFor the Year Ended 30 June 2016

________________________________________________________________________

7

AccumulatedCapital Losses Total

Restated opening balance 01 July 2014 29,997,837 (5,268,840) 24,728,997

Faculty of Medicine Integration effective 1 July 2014 439,795 439,795

Excess of income over expenditure 172,834 172,834

Balance as at 30 June 2015 29,997,837 (4,656,211) 25,341,626

Net of prior year adjustments 599,271 599,271

Excess of income over expenditure 1,588,906 1,588,906

Balance as at 30 June 2016 29,997,837 (2,468,034) 27,529,803

The accompanying notes form an integral part of the above financial statement


National University of SamoaStatement of Cash Flows

For the Year Ended 30 June 2016________________________________________________________________________

8

2016 2015$ $

NotesCash flows from operating activitiesCash was received from:Government grants 10,586,506 11,888,120Course fees 10,220,177 8,287,666Canteen & other facilities rental 1,108,836 542,729Miscellaneous income 838,754 698,410

22,754,273 21,416,925Cash was applied to:Personnel costs 14,557,531 13,753,314Administration and other 4,739,026 5,659,680

19,296,557 19,412,994

Net cash flows from operating activities 3,457,716 2,003,931

Cash flows from investing activitiesCash was received from:Interests from term deposits 104,218 174,242Proceeds from term investments - 1,201,338OUM integrated with the NUS - 439,795

104,218 1,815,375Cash was applied to:Purchase of fixed assets 1,681,347 4,187,462New term deposit (ANZ) 1,000,000 -New term investment (UTOS) - 30,000

2,681,347 4,217,462

Net cash flows from investing activities (2,577,129) (2,402,087)

Net increase/(decrease) in cash balances 880,587 (398,156)Cash balances brought forward 630,953 1,029,109Ending cash balances 16 1,511,540 630,953



National University of SamoaStatement of Cash Flows

For the Year Ended 30 June 2016________________________________________________________________________

8

2016 2015$ $

NotesCash flows from operating activitiesCash was received from:Government grants 10,586,506 11,888,120Course fees 10,220,177 8,287,666Canteen & other facilities rental 1,108,836 542,729Miscellaneous income 838,754 698,410

22,754,273 21,416,925Cash was applied to:Personnel costs 14,557,531 13,753,314Administration and other 4,739,026 5,659,680

19,296,557 19,412,994

Net cash flows from operating activities 3,457,716 2,003,931

Cash flows from investing activitiesCash was received from:Interests from term deposits 104,218 174,242Proceeds from term investments - 1,201,338OUM integrated with the NUS - 439,795

104,218 1,815,375Cash was applied to:Purchase of fixed assets 1,681,347 4,187,462New term deposit (ANZ) 1,000,000 -New term investment (UTOS) - 30,000

2,681,347 4,217,462

Net cash flows from investing activities (2,577,129) (2,402,087)

Net increase/(decrease) in cash balances 880,587 (398,156)Cash balances brought forward 630,953 1,029,109Ending cash balances 16 1,511,540 630,953


National University of SamoaNotes to the Financial StatementsFor the Year Ended 30 June 2016

_____________________________________________________________________________

9

1. General

The National University of Samoa was created by an Act of Parliament in 1996 that was recently repealed upon the merger of Samoa Polytechnic and the National University of Samoa under the new National University of Samoa Act 2006. The National University of Samoa Act 2006 established the Institute of Higher Education and the Institute of Technology. The University is located at the Lepapaigalagala Campus in the village of Toomatagi, Apia.

These financial statements were authorised for issue by the Council on . . . . . . . . . . . . . . . . . . .2016.

2. Summary of significant accounting policies

a. Statement of compliance

These financial statements have been prepared in accordance with the requirements of the Public Finance Management Act 2001 and the International Financial Reporting Standards issued by the International Accounting Standards Board (IASB).

b. Basis of preparation

The financial statements have been prepared on the historical cost basis. The principal accounting policies are stated to assist in a general understanding of these financial statements.

c. Functional and presentation currency

These financial statements are presented in Samoan Tala (WST), which is the University’s functional currency.

d. Foreign currency transactions

Transactions in foreign currencies are translated to functional currency at exchange rates ruling at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies at the balance sheet date are translated to the functional currency at the exchange rate ruling at that date. Non-monetary assets and liabilities that are measured in terms of historical cost in a foreign currency are translated using the exchange rate at the date of the transaction. Non-monetary assets and liabilities denominated in foreign currencies that are stated at fair value are translated to the functional currency at the exchange rates ruling at the dates the fair value was determined.

e. Educational institution mergers

Educational institution mergers were accounted for by combining the net identifiable fair value of assets and contingent liabilities at the date of the merger. There was no cost consideration involved in the merger nor is there any goodwill acquired as part of the merger.

f. Property, plant and equipment

Items of property, plant and equipment are measured at cost less accumulated depreciation and impairment losses.

Cost includes expenditures that are directly attributable to the acquisition of the assets. The cost of self-constructed assets includes the cost of materials and direct labour, any other costs directly attributable to bringing the asset into working condition for its intended use and the costs of dismantling and removing the items and restoring the site on which they are located. Purchased software that is integral to the functionality of the related equipment is capitalized as part of that equipment.

The costs of replacing part of an item of property, plant and equipment is recognized in the carrying amount of the item if it is probable that the future economic benefits embodied with that part will flow to the University and its cost can be measured reliably. The costs of the day to day servicing of the property, plant and equipment are recognized in profit and loss as incurred.



_____________________________________________________________________________

10

2. Summary of significant accounting policies (cont’d)

Depreciation is charged to profit and loss on a straight-line basis over the estimated useful life of each part of an item of property, plant and equipment. The rates at which depreciation is charge dare as follows:

• Buildings 2.50%

• Plant & Equipment 20.00%

• Office Equipment & Machinery 20.00%

• Motor vehicles 20.00%

• Roads 20.00%

The residual value is reassessed annually.

g. Inventories

Inventories are measured at the lower of cost and net realisable value. The cost of inventories is based on the weighted average method and includes expenditure incurred in acquiring the inventories and bringing them to their existing location and condition.

h. Other receivables

Other receivables are stated at amounts due less any provision for doubtful debts. A provision is made in respect of debts considered doubtful based on a review of outstanding amounts at year end. Bad debts are written off in the year in which they are identified.

i. Provisions

A provision is recognized in the balance sheet when the University has a present legal or constructive obligation as a result of past event, and it is probable that an outflow of economic benefits will be required to settle the obligation.

j. Payables and accruals

Payables and accruals are recognized at cost.

k. Cash and cash equivalents

Cash and cash equivalents consist of cash, bank deposits and term deposits with maturities less than ayear for the purposes of the statement of cash flows.

l. Impairment

The carrying amounts of the University’s assets are reviewed at each balance sheet date to determine whether there is any indication of impairment. If any such indication exists, the asset's recoverable amount is estimated. An impairment loss is recognized whenever the carrying amount of an asset exceeds its recoverable amount. Impairment losses are recognized immediately in the profit and loss.

Calculation of recoverable amountRecoverable amount is the higher of fair value less costs to sell and value in use.

In assessing value in use, the estimated future cash flows are discounted to their present value using a discount rate that reflects current market assessments of the time value of money and the risk specific to the asset.



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Depreciation is charged to profit and loss on a straight-line basis over the estimated useful life of each part of an item of property, plant and equipment. The rates at which depreciation is charge dare as follows:

• Buildings 2.50%

• Plant & Equipment 20.00%

• Office Equipment & Machinery 20.00%

• Motor vehicles 20.00%

• Roads 20.00%

The residual value is reassessed annually.

g. Inventories

Inventories are measured at the lower of cost and net realisable value. The cost of inventories is based on the weighted average method and includes expenditure incurred in acquiring the inventories and bringing them to their existing location and condition.

h. Other receivables

Other receivables are stated at amounts due less any provision for doubtful debts. A provision is made in respect of debts considered doubtful based on a review of outstanding amounts at year end. Bad debts are written off in the year in which they are identified.

i. Provisions

A provision is recognized in the balance sheet when the University has a present legal or constructive obligation as a result of past event, and it is probable that an outflow of economic benefits will be required to settle the obligation.

j. Payables and accruals

Payables and accruals are recognized at cost.

k. Cash and cash equivalents

Cash and cash equivalents consist of cash, bank deposits and term deposits with maturities less than ayear for the purposes of the statement of cash flows.

l. Impairment

The carrying amounts of the University’s assets are reviewed at each balance sheet date to determine whether there is any indication of impairment. If any such indication exists, the asset's recoverable amount is estimated. An impairment loss is recognized whenever the carrying amount of an asset exceeds its recoverable amount. Impairment losses are recognized immediately in the profit and loss.

Calculation of recoverable amountRecoverable amount is the higher of fair value less costs to sell and value in use.

In assessing value in use, the estimated future cash flows are discounted to their present value using a discount rate that reflects current market assessments of the time value of money and the risk specific to the asset.


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Reversals of impairment

In respect of other assets, an impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount.

m. Income and grants

Income and grants are recognized on the following basis:

• Operating grant from the Government of Samoa is recognized on an accrual basis to reflect the actual amounts appropriated by the Government for the University in each financial year;

• Course fees and student fees are recognized in the period in which they are received except for course fees from donors and sponsors (mainly Government Ministries) contracted with the University which are recognised on an accrual basis;

• Research grants from donors in the form of cash are recognized in the period in which they are received;

• Cash grants and donations for funding specific University activities are recognized in the period in which the expenditure on the activity is incurred;

• Non monetary grants for property, plant and equipment which are donated or provided under special project funding from international donors are recognized as deferred income and amortised to income in the same amount as the related depreciation expense on the asset.

• Rental income derives from the University's commercial use of properties for commercial and educational purposes. Our major contributor as of to date is the lease agreement with the Australian Pacific Technical College in which they are utilizing both teaching and accommodation spaces for both their courses and students. Others is the hire of the Fale Samoa, lecture theater and other classrooms and canteen facilities. This is accounted for on an accrual basis.

n. Employee benefits

The University contributes towards the Samoa National Provident Fund, a defined contribution plan in accordance with local legislation and to which it has no commitment beyond the payment of contribution. Obligations for contributions to the defined contribution plan are recognized immediately in profit and loss.

Liabilities for sick leave are accrued and recognised in the balance sheet at the undiscounted amounted expected to be paid for the entitlement earned. Annual leave are recorded at the undiscounted amount expected to be paid for the entitlement earned.

Short term benefit obligations are measured on an undiscounted basis and are expensed as the related service is provided.

o. Value added goods and services tax

The University does not recognise value added goods and services tax on its income. Expenses, liabilities and assets are recognised net of the amount of value added goods and services tax (VAGST), except for payables which are recognised inclusive of VAGST. Where VAGST is not recoverable as an input tax it is recognised as part of the related asset or expenses.

p. Income tax

The University is exempt from income tax under the National University of Samoa Act 2006.



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q. Comparatives

Where necessary the prior year comparatives have been changed to conform to presentations in the current year.

3. Course fees

Course fees are specified as follows:2016 2015

$ $Faculty of Arts 1,597,818 1,016,754Faculty of Business & Entrepreneurship 1,375,957 1,694,693Faculty of Education 876,541 1,170,373Faculty of Science 1,364,516 1,198,482Faculty of Medicine 651,824 355,320Faculty of Applied Science 1,666,058 1,154,414Centre for Samoan Studies 563,575 357,498Oloamanu Centre 19,754 11,619Administration fees 1,552,327 1,039,850Cisco fees 117,994 171,545Late fees 45,063 31,925Apprenticeship course 86,352 229,384Others 147,210 155,129

10,064,989 8,586,986

.

4. Deferred Income

All assistance and grants for the purpose of financing or funding specific fixed assets are recognized by recording them as a deferred liability and amortising a portion to income similar to the depreciation rate and expense that is incurred on the assets that have been capitalized.

Deferred income is specified as follows:



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q. Comparatives

Where necessary the prior year comparatives have been changed to conform to presentations in the current year.

3. Course fees

Course fees are specified as follows:2016 2015

$ $Faculty of Arts 1,597,818 1,016,754Faculty of Business & Entrepreneurship 1,375,957 1,694,693Faculty of Education 876,541 1,170,373Faculty of Science 1,364,516 1,198,482Faculty of Medicine 651,824 355,320Faculty of Applied Science 1,666,058 1,154,414Centre for Samoan Studies 563,575 357,498Oloamanu Centre 19,754 11,619Administration fees 1,552,327 1,039,850Cisco fees 117,994 171,545Late fees 45,063 31,925Apprenticeship course 86,352 229,384Others 147,210 155,129

10,064,989 8,586,986

.

4. Deferred Income

All assistance and grants for the purpose of financing or funding specific fixed assets are recognized by recording them as a deferred liability and amortising a portion to income similar to the depreciation rate and expense that is incurred on the assets that have been capitalized.

Deferred income is specified as follows:


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4. Deferred Income (cont’d)

Closing Net Amortised Net AmortisedOpening Amortisation Accmulated Value Value

Costs Charge Amortisation 2016 2015AusAidBuildings 244,948 6,123 129,630 115,318 121,442 TOTAL 244,948 6,123 129,630 115,318 121,442

JICAUpgrade IOT Phase1-Equipments 3,455,222 3,455,222 - - Upgrade IOT Phase1 - Buildings 16,998,739 424,968 4,674,652 12,324,087 12,749,056 Upgrade IOT Phase2 - Buildings 13,342,860 333,572 3,002,145 10,340,715 10,674,286 Donation for IHE 352,885 352,885 - - TOTAL 34,149,706 758,540 11,484,904 22,664,802 23,423,342

NZODABuildings 340,191 8,505 159,369 180,822 189,327 TOTAL 340,191 8,505 159,369 180,822 189,327

Government of SamoaGymnasium 1,700,000 42,500 336,458 1,363,543 1,406,042

Government of the People's Republic of ChinaOcean Campus 19,500,000 487,500 487,500 19,012,500 -

GRAND TOTALS 55,934,845 1,303,168 12,597,861 43,336,985 25,140,153

Statement of financial position classificationCurrent portion 1,303,168 815,668 Long-term portion 42,033,817 24,324,484

43,336,985 25,140,153

5. Project donor research fundsProject donor funds are specified as follows:

2016 2015$ $

Takenouchi Funds - 1,174

- 1,174



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6. Bookshop trading account

Bookshop trading account is specified as follows:

2016 2015$ $

Bookshop sales 167,906 127,515Less: Cost of salesOpening stock (refer Note 14) 63,494 96,958Purchases 78,289 5,421

141,783 102,379Ending stock (refer Note 14) 93,942 63,494Cost of Sales 47,841 38,885

Surplus from Bookshop operations 120,065 88,630

Bookshop Sales do not include internally generated saleswhich amounted to 109,666 4,653

7. Rental Income

Rental income is specified as follows:2016 2015

$ $Canteen rental 18,000 18,000Residential buildings 40,000 40,000Classrooms and office spaces 542,878 375,624Fale Samoa 51,100 38,313

651,978 471,937

8. Conference Funds

Conference funds are specified as follows:

2016 2015$ $

Conference funds received 4,124 26,319Conference expenses (5,532) (59,338)Net (deficit)/suplus from conference hosting (1,408) (33,019)



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6. Bookshop trading account

Bookshop trading account is specified as follows:

2016 2015$ $

Bookshop sales 167,906 127,515Less: Cost of salesOpening stock (refer Note 14) 63,494 96,958Purchases 78,289 5,421

141,783 102,379Ending stock (refer Note 14) 93,942 63,494Cost of Sales 47,841 38,885

Surplus from Bookshop operations 120,065 88,630

Bookshop Sales do not include internally generated saleswhich amounted to 109,666 4,653

7. Rental Income

Rental income is specified as follows:2016 2015

$ $Canteen rental 18,000 18,000Residential buildings 40,000 40,000Classrooms and office spaces 542,878 375,624Fale Samoa 51,100 38,313

651,978 471,937

8. Conference Funds

Conference funds are specified as follows:

2016 2015$ $

Conference funds received 4,124 26,319Conference expenses (5,532) (59,338)Net (deficit)/suplus from conference hosting (1,408) (33,019)


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9. Administration expenses

Administration expenses are specified as follows:

2016 2015$ $

Advertising and promotions 59,967 68,035Allowances 456,214 414,245CISCO academy expenses 40,846 29,618Contingencies 1,043 35,813Council expenses 130,306 137,224Cleaning & sanitary expenses 222,451 195,471Electricity 889,128 958,610Entertainment & hospitality 5,055 8,825Enrolment & orientation 54,429 68,112Excursions & field trips 9,698 20,101Examination expenses 6,211 -Freight & customs 4,655 48,917Fuel & oil 34,464 40,309General expenses 147,293 189,276Graduation expenses 32,385 42,741Insurance 242,896 295,274Internet and satellite charges 237,586 239,228Professional services fees 119,920 211,460Local travel 3,545 30Office expenses 156,581 52,861Open Day 14,619 5,137Overseas travel 60,221 81,403Research & seminars 172,773 53,469Subscriptions 31,176 6,558Periodicals & textbooks 7,842 5,909Printing & photocopies 393,152 471,747Rental & accomodation 30,803 37,166Staff development 80,799 149,819Stationeries & teaching materials 371,423 259,649Telephone & faxes 50,015 160,197Video unit supplies - 5,650Visiting lecturers & volunteers 17,713 9,622Water rates 161,430 161,338

4,246,639 4,463,814



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10. Property, plant and equipment

Office2016 Motor Plant & Equipment &

Land WIP Roads Buildings New Fale vehicles Equipment Machinery TOTAL

Cost 1,240,000 3,242,446 190,683 59,182,973 2,435,994 635,359 8,589,648 8,831,117 84,348,220

Additions 861,352 23,745,721 33,045 240,021 369,001 25,249,140

Adjustments/Disposals (4,103,798) (8,696) (3,209) (4,115,703)

Balance at 30 June 2016 1,240,000 (0) 190,683 82,919,998 2,435,994 668,404 8,829,669 9,196,909 105,481,657

DepreciationBalance at 30 June 2015 - - 104,876 17,572,691 405,550 436,565 7,609,140 7,814,312 33,943,134

Depreciation 38,137 1,872,304 121,800 60,546 274,976 356,435 2,724,198

Adjustments 1,855 (94,463) 24,416 (68,192)

Balance at 30 June 2016 - - 143,013 19,446,850 527,350 497,111 7,789,653 8,195,163 36,599,140

Net book valueAs at 30 June 2015 1,240,000 3,242,446 85,806 41,610,283 2,030,443 198,795 980,508 1,016,805 50,405,087

As at 30 June 2016 1,240,000 (0) 47,670 63,473,148 1,908,644 171,293 1,040,016 1,001,746 68,882,517

Buildings are specified as follows:

IHE IOT Ocean RentalCampus Campus Campus Properties Total

Net book value 2015 17,420,636 25,838,691 381,399 43,640,726

Additions 3,910,145 - 19,826,880 - 23,737,025

Depreciation (846,233) (810,065) (330,448) (9,213) (1,995,959)

Net book value 2016 20,484,548 25,028,626 19,496,432 372,186 65,381,792



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10. Property, plant and equipment



Cost 1,240,000 3,242,446 190,683 59,182,973 2,435,994 635,359 8,589,648 8,831,117 84,348,220

Additions 861,352 23,745,721 33,045 240,021 369,001 25,249,140

Adjustments/Disposals (4,103,798) (8,696) (3,209) (4,115,703)

Balance at 30 June 2016 1,240,000 (0) 190,683 82,919,998 2,435,994 668,404 8,829,669 9,196,909 105,481,657


Depreciation 38,137 1,872,304 121,800 60,546 274,976 356,435 2,724,198

Adjustments 1,855 (94,463) 24,416 (68,192)

Balance at 30 June 2016 - - 143,013 19,446,850 527,350 497,111 7,789,653 8,195,163 36,599,140

Net book valueAs at 30 June 2015 1,240,000 3,242,446 85,806 41,610,283 2,030,443 198,795 980,508 1,016,805 50,405,087

As at 30 June 2016 1,240,000 (0) 47,670 63,473,148 1,908,644 171,293 1,040,016 1,001,746 68,882,517

Buildings are specified as follows:

IHE IOT Ocean RentalCampus Campus Campus Properties Total

Net book value 2015 17,420,636 25,838,691 381,399 43,640,726

Additions 3,910,145 - 19,826,880 - 23,737,025

Depreciation (846,233) (810,065) (330,448) (9,213) (1,995,959)

Net book value 2016 20,484,548 25,028,626 19,496,432 372,186 65,381,792


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10. Property, plant and equipment (cont’d)



Cost 1,240,000 256,812 190,683 59,182,973 2,435,994 635,359 8,250,162 8,514,966 80,706,949

Additions 2,985,634 339,486 316,151 3,641,271

Adjustments/Disposals -

Balance at 30 June 2015 1,240,000 3,242,446 190,683 59,182,973 2,435,994 635,359 8,589,648 8,831,117 84,348,219


Depreciation 38,137 1,477,719 121,800 85,543 229,724 395,221 2,348,144

Adjustments -

Balance at 30 June 2015 - - 104,876 17,572,691 405,550 436,565 7,609,140 7,814,310 33,943,132

Net book valueAs at 30 June 2014 1,240,000 256,812 123,943 43,088,002 2,152,243 284,338 870,746 1,095,877 49,111,960

As at 30 June 2015 1,240,000 3,242,446 85,807 41,610,282 2,030,444 198,794 980,508 1,016,807 50,405,087

11. Personnel costs

Personnel costs are specified as follows:2016 2015

$ $Salaries and wages 13,424,881 13,525,729Accident Compensation Commission levy 151,388 124,461National Provident Fund contribution 905,114 622,287With-holding tax 91,256 149,003

14,572,639 14,421,480

As at 30 June 2016, there were 348 employees (2015: 306 employees)

12. Net finance costs

Net finance costs are specified as follows:2016 2015

$ $Interest income 110,690 157,704Bank charges (5,852) (11,043)Exchange Profit (Loss) - (42,859)Interest expense (4,668) (3,287)

100,170 100,515



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13. Other receivables and prepayments

Other receivables and prepayments are specified as follows:2016 2015

$ $Sundry debtors 1,634,175 1,329,081Prepayments 100,707 178,899Accrued interest 51,147 44,675VAGST receivable (payable) 338,434 363,495

2,124,463 1,916,150

14. Bookshop and other inventory

Bookshop inventory are specified as follows:2016 2015

$ $Others 17,426 23,819Stationeries 25,351 8,072Textbooks 44,858 21,710Memorabilias 6,307 9,893Bookshop stock 93,942 63,494

15. Term deposits

Term deposits are specified as follows:2016 2015

$ $Bank of South Pacific term deposits 1,907,668 1,858,966ANZ term deposits 1,656,843 636,445UTOS Investment - NUS Annual Fund 33,905 30,000

3,598,416 2,525,411

The maturity schedule and weighted average interest rate for term deposits is as follows:

Weighted Average 0 to 60 61 to 180 181 to 360Interest Rate days days days Total

2016Term deposits 3% 1,000,000 - 2,598,416 3,598,416

2015Term deposits 3% 1,000,000 - 1,525,411 2,525,411



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13. Other receivables and prepayments

Other receivables and prepayments are specified as follows:2016 2015

$ $Sundry debtors 1,634,175 1,329,081Prepayments 100,707 178,899Accrued interest 51,147 44,675VAGST receivable (payable) 338,434 363,495

2,124,463 1,916,150

14. Bookshop and other inventory

Bookshop inventory are specified as follows:2016 2015

$ $Others 17,426 23,819Stationeries 25,351 8,072Textbooks 44,858 21,710Memorabilias 6,307 9,893Bookshop stock 93,942 63,494

15. Term deposits

Term deposits are specified as follows:2016 2015

$ $Bank of South Pacific term deposits 1,907,668 1,858,966ANZ term deposits 1,656,843 636,445UTOS Investment - NUS Annual Fund 33,905 30,000

3,598,416 2,525,411

The maturity schedule and weighted average interest rate for term deposits is as follows:

Weighted Average 0 to 60 61 to 180 181 to 360Interest Rate days days days Total

2016Term deposits 3% 1,000,000 - 2,598,416 3,598,416

2015Term deposits 3% 1,000,000 - 1,525,411 2,525,411


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16. Cash and cash equivalents

Cash at bank balances for the purposes of the cash flow statement are specified as follows:

2016 2015$ $

Cash on hand 1,771 1,771Bank South Pacific:Main operating account 1,256,412 477,912ANZ Bank:Main operating account 253,357 151,271Total cash on hand and at bank 1,511,540 630,953

There is no overdraft facility with the ANZ Bank (Samoa) Limited, however the University’s overdraft limit of one million tala with the Bank of South Pacific is secured by one of its investment with them.

17. Other payables and accruals

Other payables and accruals are specified as follows:2016 2015

$ $Creditors & accrued expenses 1,075,590 877,273Student allowance 38,945 216,680Student Association fund 128,831 144,269Advance tuition fees 79,625 79,675

1,322,991 1,317,897



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18.Project donor funds and other

Project donor funds and other are specified as follows:2016 2015

$ $Centre for Samoan Studies 139,026 238,199Art Exhibition - 1,340Nursing Tsunami - 1,353Faculty of Arts - 9,264Sports Committee - 1,584Faculty of Education 157,800 168,303UREC 147,162 12,323Project fund - Faculty of Science 65,634 2,037Faculty of Applied Science 21,783 68,138Project fund - COL 6,284 33,948Project fund - CARPIMS 36,017 57,837Project fund - CSS ADRAS Project 65,648 104,159NUS 30th Anniversary 5,377 5,377Faculty of Science Development Fund 4,799 7,437NUS Annual Fund 159,035 152,565Centre for Samoan Studies - Development Fund 71,622 5,486Faculty of Business & Enterpreneurship Devpt Fund 60,658 29,583Education Sector - Budget Support 43,401 -

984,246 898,931

These are donor funds for projects carried out by the University Faculties and Centre’s. Development funds are money earned by Faculties/Centre’s through projects and other services for the public andother organizations. This financial year, the university also received an additional grant of $955,220.00for the continuation of the Samoa In-Country Training Programme (SICTP) under the Education Sector Support Programme (ESSP). The Development Partners (DPs) of the ESSP are NZMFAT and DFAT

19. Council and management compensation

i. Council membersThe members of the Council of the University during the financial year were:

Aeau Chris Hazelman (Pro-Chancellor, Chairperson, Head of State Appointee)Auelua Samuelu Enari (Deputy Chair, Head of State Appointee)Prof. Fui Le’apai Tu’ua Ilaoa Asofou So’o (Ex-Officio)Dr Karoline Afamasaga Fuatai (Ex-Officio)Fa’amausili Dr Matagialofi Luaiufi (Head of State Appointee)Naea Fuimapoao Beth Onesemo-Tuilaepa (Head of State Appointee)Professor Dr. Satupaitea Viali (Head of State Appointee)Beverly Levi (Head of State Appointee)Prof.Gael McDonald (Head of State Appointee)Dr Peter Brothers (Co-opted member)Hon. Luamanuvao Winnie Laban (Co-opted member)Prof. Helen Nicholson (Co-opted member)Fonoti Perelini S Perelini (Co-opted member)Assoc.Professor Muagututiá Ioana Chan Mow (Senate Representative)Professor Leasiolagi Malama Meleisea (Staff representative – VC Nominee)Junior Posala (President of Students Association)



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18.Project donor funds and other

Project donor funds and other are specified as follows:2016 2015

$ $Centre for Samoan Studies 139,026 238,199Art Exhibition - 1,340Nursing Tsunami - 1,353Faculty of Arts - 9,264Sports Committee - 1,584Faculty of Education 157,800 168,303UREC 147,162 12,323Project fund - Faculty of Science 65,634 2,037Faculty of Applied Science 21,783 68,138Project fund - COL 6,284 33,948Project fund - CARPIMS 36,017 57,837Project fund - CSS ADRAS Project 65,648 104,159NUS 30th Anniversary 5,377 5,377Faculty of Science Development Fund 4,799 7,437NUS Annual Fund 159,035 152,565Centre for Samoan Studies - Development Fund 71,622 5,486Faculty of Business & Enterpreneurship Devpt Fund 60,658 29,583Education Sector - Budget Support 43,401 -

984,246 898,931

These are donor funds for projects carried out by the University Faculties and Centre’s. Development funds are money earned by Faculties/Centre’s through projects and other services for the public andother organizations. This financial year, the university also received an additional grant of $955,220.00for the continuation of the Samoa In-Country Training Programme (SICTP) under the Education Sector Support Programme (ESSP). The Development Partners (DPs) of the ESSP are NZMFAT and DFAT

19. Council and management compensation

i. Council membersThe members of the Council of the University during the financial year were:

Aeau Chris Hazelman (Pro-Chancellor, Chairperson, Head of State Appointee)Auelua Samuelu Enari (Deputy Chair, Head of State Appointee)Prof. Fui Le’apai Tu’ua Ilaoa Asofou So’o (Ex-Officio)Dr Karoline Afamasaga Fuatai (Ex-Officio)Fa’amausili Dr Matagialofi Luaiufi (Head of State Appointee)Naea Fuimapoao Beth Onesemo-Tuilaepa (Head of State Appointee)Professor Dr. Satupaitea Viali (Head of State Appointee)Beverly Levi (Head of State Appointee)Prof.Gael McDonald (Head of State Appointee)Dr Peter Brothers (Co-opted member)Hon. Luamanuvao Winnie Laban (Co-opted member)Prof. Helen Nicholson (Co-opted member)Fonoti Perelini S Perelini (Co-opted member)Assoc.Professor Muagututiá Ioana Chan Mow (Senate Representative)Professor Leasiolagi Malama Meleisea (Staff representative – VC Nominee)Junior Posala (President of Students Association)


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19. Council and management compensation (cont’d)

The following expenses were paid for Council during the year. Government regulations specify that directors’ fees are $6,500 a year ($8,000 for chairman and $7000 for deputy chairman); sitting allowances are $300 per meeting for the chairperson, and $250 for the other members of the council. Government officials are not entitled to directors fees or sitting allowance as regulated.

2016 2015$ $

Council fees and sitting allowances 77,832 54,124Council travel and accomodation 16,744 21,546Council catering costs 19,066 25,421Directors subs and registration 3,080 1,200Others 13,583 34,933

130,305 137,224

ii. Key management personnel costsThe remuneration of key members of the University’s management during the year was as follows:

2016 2015$ $

Salaries 1,423,551 2,478,201Accident Compensation Commission levy 14,236 24,782National Provident Fund contribution 85,413 123,910Transport allowance - 5,000Telephone allowance 3,600 3,600

1,526,800 2,635,493

20. Contingent liabilitiesThe Council is unaware of any contingent liabilities as at year ended 30 June 2016 (2015: nil).

21. Other expenses2016 2015

$ $Provision for long service leave 196,417 237,875

196,417 237,875

Long Service leave:The council in its meeting on March 2012 has approved the recommendation from the Finance Committee, to implement a new staff benefit policy for long serving staff members of the University. They were presented with few options but it has been unanimously agreed to adopt the model used by the Public Service Commission (PSC) and it would become effective from the merger date of 2006.

This change in policy has retrospective implications on the financial statement and it has been addressed as such as far as 2010.



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22. Continued Government support

The Government of Samoa, the principal shareholder, has undertaken to provide financial assistance to the University on an annual basis in the form of specific grant funding support, and if necessary, any additional funding assistance to ensure that the University will meet its debts as they fall due. For this reason the Council Members continue to adopt the going concern assumption in preparing the financial report for the year ended 30 June 2016.

The considered view of the Council Members is that, after making due enquiry there is a reasonable expectation that the University has adequate resources to continue operations at existing levels for the next 12 months from the date the financial statements were approved and signed by the Council.

Supplementary Information:

23. Other income2016 2015

$ $Other incomes * 285,203 317,018Exam recounts 29,381 4,421Journal Samoan studies - 715Wheel alignment 1,050 580Consultancy Fees 32,455 17,256Commision received - (43)Course Readers - 593Graduation fees 44,517 34,278

392,606 374,818* Other incomes details:Human Resource - 22Student Administration 16,049 19,425Finance 206,383 202,813Physical Facilities - 197Libraries 29,253 30,836Faculty of Arts - 44,287Faculty of Education 15,651 15Faculty of Science - 6,553Center for Samoan Studies - 1,204Vision Restaurant 14,717 2,968Printery - 8,202Faculty of applied Science - 497Academic Quality Unit 3,150 -

285,203 317,018


The National University of Samoa ANNUAL REPORT … Deputy Vice ... The National University of Samoa...

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