Institutes of Technology and Polytechnics

Eastern Institute of Technology

Chair: David Pearson
Chief Executive: Chris Collins
Main Campus Key Main Campus
Taradale, Gisborne
Other Campus Key Other Campus Locations
Hastings, Waipukurau, Flaxmere, Maraenui, Wairoa, Ruatoria, Tokomaru Bay
NZQA EER
Educational Performance: Highly Confident
Self-assessment: Confident
Funding by TEC
96.8% Teaching and Learning
2.6% Capability
0.6% Research
Scholarships/Learners
TEC Funding
Delivery by Level
23.9% Level 1–2
28.4% Level 3–4
12.8% Level 5–6
34.2% Level 7–8
0.6% Level 9–10
Delivery By Level
Delivery by Subject
20.0% Health
15.4% Management and Commerce
12.4% Agriculture, Environmental and Related Studies
10.9% Society and Culture
9.0% Creative Arts
32.4% Other
Delivery By Subject

In 2012, Eastern Institute of Technology (EIT) again performed well educationally and generally improved on 2011 performance. Financially, EIT remained in a healthy position above most TEC guidelines.

Responsiveness

Among the developments described by Chair David Pearson, in EIT’s Annual Report was the opening of the upgraded Tairāwhiti trades training facilities on the Gisborne campus in June 2012; the Māori Student Success Framework underpinning high Māori participation across both campuses; a strong focus on a range of research activity supporting EIT’s degrees and local industry needs; and active collaboration with other organisations in New Zealand and overseas. This includes partnerships with tertiary providers such as Victoria University of Wellington and Taratahi Agricultural Training Centre.

Chief Executive Chris Collins described 2012 as a significant year of consolidation and development for EIT, following the successful merger of Tairāwhiti Polytechnic and EIT Hawke’s Bay in January 2011. Merger implementation activity was ongoing, with programme harmonisation and other academic developments across the two regions. It included the accreditation of EIT’s new practice-based primary teaching degree, and other merger activity was planned or in progress.

In 2012, EIT’s enrolments increased by 1 percent (53 EFTS), primarily at Levels 3–4, which accounted for 28 percent of total provision, while the largest share of delivery was at Levels 7–8 (34%). The main fields of study were Health (20%), Management and Commerce (15%) and Agriculture, Environmental and Related Studies (12%). A significant increase occurred (of 5%) in the volume of delivery in Architecture and Building.

Māori participation, at 44 percent, remained well above the ITP sector average and demographics for the region. Participation of Pasifika students and those under 25 years of age was slightly below the ITP sector average but consistent with the region’s population. In 2012, EIT had 213 full fee-paying international EFTS (459 students).

EIT achieved the majority of the key performance indicators outlined in its Statement of Service Performance.

EffectivenessTop

In 2012, the effectiveness of EIT’s education delivery was evidenced by increases across all four educational performance indicators (EPIs). With the exception of qualification completion rates, all EPIs were above or equal to the ITP sector average. These continued improvements are particularly significant given EIT’s merger with Tairāwhiti Polytechnic in 2011. Student retention rates increased sharply, compared with the previous year (up from 48% in 2011 to 61% in 2012), to sit above the ITP sector average.

In 2012, course completion by TES priority groups (Māori, Pasifika and under-25-year-olds) remained unchanged from 2011. Qualification completion rates for all TES priority groups increased, compared with 2011, but remained slightly below the ITP sector average.

CapabilityTop

Nori Parata, Principal of Tolaga Bay Area School, stepped down from her council role in December 2012; the Chair acknowledged her important contribution to the council and her part in the success of partnerships with East Coast secondary schools in the Trades Academy at Tairāwhiti.

Total revenue decreased by $3.3 million (5.4%) from 2011 to 2012, principally due to decreased government funding of $2.5 million. Total expenditure increased by $2.2 million (4.1%) with the principal component being an increase in salaries and wages of $2.6 million (7.9%) resulting from the merger with Tairāwhiti Polytechnic. EIT reported a net surplus of $1.1 million (2.0%) in 2012, which was down on the 2011 result of $6.6 million (10.9%).

The merger with Tairāwhiti Polytechnic affected EIT’s financial performance in both 2011 and 2012. In 2011, merger funding exceeded merger expenses and contributed significantly to the surplus reported that year. In 2012, merger expenses exceeded merger funding by $0.3 million contributing to the lower surplus.

TES Priorities

Participation
2012 Performance EIT ITP sector
Students under 25 51% 52%
Māori 44% 22%
Pasifika 4% 10%
Course Completion
2012 Performance EIT ITP sector
All 79% 79%
Students under 25 77% 78%
Māori 72% 73%
Pasifika 72% 73%
Qualification Completion
2012 Performance EIT ITP sector
All 69% 70%
Students under 25 59% 63%
Māori 57% 61%
Pasifika 59% 62%
Of the tertiary-aged population in the EIT region, 29% were identified as Māori, 2% as Pasifika and 29% as under the age of 25 years. (Based on Statistics NZ 2011 population projections.) The merger with Tairāwhiti on 1 January 2011 means that EIT’s results for 2011 and 2012 are not directly comparable with 2010.
Overview of Educational Performance – Formal SAC Funded EFTS only
Enrolments % of ITP sector 2010 2011 2012
EFTS 6% 2,729 3,596 3,649
Students 5% 6,152 6,848 6,415
Educational Performance Indicators ITP sector 2010 2011 2012
Successful Course Completion 79% 76% 78% 79%
Qualification Completion 70% 55% 58% 69%
Student Retention 60% 52% 48% 61%
Student Progression L1-4 37% 45% 42% 43%
Overview of Financial Performance*
Summary Financial Statements ($000) 2010 2011 2012
Revenue      
Total government revenue $27,557 $41,032 $38,747
Domestic student fees $9,293 $11,524 $11,519
International student fees $2,755 $3,049 $2,580
Other income (including research) $3,976 $5,087 $4,566
Total revenue $43,581 $60,692 $57,412
Expenses      
Personnel $24,776 $32,499 $35,073
Total expenses $40,004 $54,058 $56,272
Net surplus (after unusual and non-recurring items) $3,577 $6,634 $1,140
Assets      
Property, plant, equipment and intangibles $82,030 $105,236 $108,199
Total assets $97,462 $127,241 $126,887
Equity (net assets) $89,758 $117,455 $117,626
Cashflow      
Net cashflow from operations $8,551 $11,066 $6,659
Purchase of property, plant, equipment and intangibles $7,238 $6,406 $9,969
Other      
Staffing FTE 392 523 546
Total EFTS to total staff FTE ratio 8 : 1 9 : 1 8 : 1
Total EFTS to teaching staff FTE ratio (academic and tutorial) 16 : 1 15 : 1 14 : 1