Institutes of Technology and Polytechnics

Aoraki Polytechnic

Chair: Kevin Cosgrove
Chief Executive: Alex Cabrera (Acting)
Main Campus Key Main Campus
Timaru
Other Campus Key Other Campus Locations
Ashburton, Oamaru, Christchurch, Dunedin
NZQA EER
Educational Performance: Confident
Self-assessment: Confident
Funding by TEC
100% Teaching and Learning
Capability
Research
Scholarships/Learners
TEC Funding
Delivery by Level
36% Level 1–2
41% Level 3–4
22% Level 5–6
Level 7–8
Level 9–10
Delivery By Level
Delivery by Subject
19% Agriculture, Environmental and Related Studies
18% Engineering and Related Technologies
17% Food, Hospitality and Personal Services
12% Management and Commerce
11% Creative Arts
24% Other
Delivery By Subject

Aoraki Polytechnic’s educational performance was generally above or on par with the ITP sector average. Aoraki improved its financial performance compared with 2011 but remained below the TEC guidelines on some measures.

Responsiveness

In Aoraki’s 2012 Annual Report, Chair Kevin Cosgrove, highlighted the institution’s close working relationships with its stakeholders: employers, iwi, community leaders and schools. Aoraki had met many of the stakeholders’ expectations by strengthening relationships with industry leaders and schools, and by providing tutors who focussed on the best outcomes for the students. Looking ahead, the key drivers were: building strategic partnerships with regional industry, developing new programmes and increasing enrolments, strengthening financial performance, keeping up with technology, and building relationships and pathways to higher learning with tertiary partners.

The former Chief Executive, Kay Nelson, described 2012 as a challenging year for Aoraki and the sector. Fewer students took up tertiary study in 2012 but, at Aoraki, there had been growth in service industries programmes, with unprecedented demand for hairdressing, beauty, hospitality and photography across five campuses. Aoraki continued to make progress in reshaping its programme portfolio to better meet the needs of its stakeholders and successfully tendered for over $500,000 of Level 1 and 2 competitive provision.

Aoraki’s total EFTS volume reduced by 173 EFTS, compared with the previous year, mainly at Levels 3–4, but increased fractionally at Levels 5–6. The largest proportion of Aoraki’s delivery was at Levels 3–4 (41%), with the remainder at Levels 1–2 (37%) and Levels 5–6 (22%). The main fields of study were Agriculture, Environmental and Related Studies (19%), Engineering and Related Technologies (18%), and Food, Hospitality and Personal Services (17%).

Participation increased for the TES priority groups of Māori and under-25-year-olds compared with 2011, and was at 15 percent and 54 percent respectively. While Māori participation increased 2 percentage points, compared with the previous year, it remained below the ITP sector average, as did Pasifika participation, which stayed at 5 percent. In 2012, Aoraki had 34 full fee-paying international EFTS (110 students).

Aoraki achieved many of the key performance indicators outlined in its Statement of Service Performance.

EffectivenessTop

For qualification completion and student retention, Aoraki was above the ITP sector average in 2012. Student retention, which increased 19 percentage points compared with 2011, was also above the sector average, while student progression increased modestly but remained below the sector average. For course completion, Aoraki was just below the sector average. This continued a decline from the previous year, which may reflect the shift away from the provision of short courses.

Performance by the TES priority groups (Māori, Pasifika and under-25-year-olds) was generally on a par with or close to the ITP sector average for course completion and was above average for each group for qualification completion.

CapabilityTop

Kay Nelson resigned as Chief Executive at the end of 2012 and Alex Cabrera, Deputy Chief Executive, took on the role in an acting capacity while the council considered options for the future.

Total revenue fell by $1.0 million (4.0%) in 2012 from 2011, with a decrease in government funding of $0.8 million. Total expenditure fell $2.7 million (10.1%) in the same period and Aoraki reported a net surplus of $26,000 (0.1%). This was a reversal of the $1.7 million deficit (6.7%) reported in 2011.

Aoraki received $1.1 million in government funding in 2012 that was in addition to revenue received from educational delivery and that additional amount was recorded as a liability at year end.

TES Priorities

Participation
2012 Performance Aoraki
Polytechnic
ITP sector
Students under 25 54% 52%
Māori 15% 22%
Pasifika 5% 10%
Course Completion
2012 Performance Aoraki
Polytechnic
ITP sector
All  78% 79%
Students under 25 77% 78%
Māori 73% 73%
Pasifika 72% 73%
Qualification Completion
2012 Performance  Aoraki
​Polytechnic
ITP sector
All 77% 70%
Students under 25 75% 63%
Māori 71% 61%
Pasifika 64% 62%
Of the tertiary-aged population in the Aoraki region, 3% were identified as Māori, 2% as Pasifika, and 19% as under the age of 25 years. (Based on Statistics NZ 2011 population projections.)
Overview of Educational Performance – Formal SAC Funded EFTS only
Enrolments % of ITP sector 2010 2011 2012
EFTS 3% 2,233 1,994 1,821
Students 3% 13,061 4,798 4,248
Educational Performance Indicators ITP sector 2010 2011 2012
Successful Course Completion 79% 84% 80% 78%
Qualification Completion 70% 57% 68% 77%
Student Retention 60% 54% 48% 67%
Student Progression L1-4 37% 17% 17% 21%
Overview of Financial Performance*
Summary Financial Statements ($000) 2010 2011 2012
Revenue      
Total government revenue $21,553 $17,344 $16,575
Domestic student fees $2,531 $3,402 $3,234
International student fees $378 $347 $417
Other income (including research) $3,675 $3,547 $3,438
Total revenue $28,137 $24,640 $23,664
Expenses      
Personnel $10,390 $12,865 $12,343
Total expenses $26,150 $26,300 $23,638
Net surplus (after unusual and non-recurring items) $1,987 -$1,660 $26
Assets      
Property, plant, equipment and intangibles $33,695 $27,374 $26,268
Total assets $64,560 $56,383 $57,509
Equity (net assets) $62,001 $53,505 $53,387
Cashflow      
Net cashflow from operations $4,739 $64 $3,711
Purchase of property, plant, equipment and intangibles $1,884 $2,391 $1,118
Other      
Staffing FTE 185 192 175
Total EFTS to total staff FTE ratio 13 : 1 11 : 1 12 : 1
Total EFTS to teaching staff FTE ratio (academic and tutorial) 20 : 1 19 : 1 22 : 1