Institutes of Technology and Polytechnics

Unitec Institute of Technology

Chair: Ted van Arkel
Chief Executive: Dr Rick Ede
Main Campus Key Main Campus
Mt Albert, Auckland
Other Campus Key Other Campus Locations
Newmarket (Auckland), Waitakere (Auckland), Albany (Auckland)
NZQA EER
Educational Performance: Highly Confident
Self-assessment: Confident
Funding by TEC
95.9% Teaching and Learning
Capability
4.1% Research
 Scholarships/Learners
TEC Funding
Delivery by Level
6% Level 1–2
29% Level 3–4
18% Level 5–6
44% Level 7–8
3% Level 9–10
Delivery By Level
Delivery by Subject
18% Architecture and Building
16% Society and Culture
13% Creative Arts
12% Management and Commerce
12% Engineering and Related Technologies
29% Other
Delivery By Subject

In 2012, Unitec Institute of Technology (Unitec) continued to perform well overall. Educational performance improved on the previous year, and Unitec remained in a healthy financial position.

Responsiveness

In the Annual Report, Chair Ted van Arkel explained that an important focus for the 2012 year had been to look at strategies to accelerate the pace of Unitec’s transformation. This had led to new projects and increased investment in existing projects that facilitate change and help to increase the contribution Unitec makes to the economic and social wellbeing of New Zealand.

Projects based on new and innovative models of delivery included: an agreement with IBM to establish an IBM Delivery Centre at Unitec’s Mount Albert campus; the launch of the first Cyber Security Research Centre in New Zealand in collaboration with Japan’s National Institute of Information and Communications Technology; and a joint venture with the Rosebank Business Association to work alongside businesses on projects that encourage innovation, build capacity and enhance competitiveness.

In terms of curriculum development, Unitec had moved to align its provision with industries identified as growth areas in the Auckland Plan and to work in collaboration with Manukau Institute of Technology to better align trades provision across Auckland.

Chief Executive Rick Ede highlighted work that the council and senior leadership group had undertaken to ensure Unitec continued to be responsive to its rapidly changing environment. Equity of success is a key long-term objective, and Unitec continued to ensure that all programmes were responsive to the needs of learners. Successes for 2012 included Unitec’s high ratings in the Australasian Survey of Student Engagement, and the results of the graduate destination survey that showed 74 percent of graduates were in employment relevant to their area of study within three months of graduating. New developments included the launch of the Awhina Health Campus at Waitakere Hospital in partnership with the Waitemata District Health Board.

In 2012, Unitec experienced a 2 percent increase in enrolments (163 EFTS). Unitec’s delivery was primarily at Levels 7–8 (44%), Levels 3–4 (29%) and Levels 5–6 (18%). The main fields of study were Architecture and Building (18%), Society and Culture (16%) and Creative Arts (13%). Participation increased for Pasifika and under-25-year-olds and remained above the ITP sector average. Māori participation remained at the same level as 2011 and, although below the ITP sector average, was in line with the demography of the region. In 2012, Unitec had 1640 full fee-paying international EFTS (2920 students).

Unitec achieved most of the key performance indicators outlined in its Statement of Service Performance. Where targets were not met, the difference between actual and target was marginal.

EffectivenessTop

In 2012, the effectiveness of Unitec’s education delivery was demonstrated by increases in each of the educational performance indicators against 2011. Unitec was above, or on par with, the ITP sector average for all indicators, except qualification completion.

Performance of the TES priority groups improved against 2011 results, with Māori course completion on a par with the sector average. For Pasifika and students under 25 years, however, the results were below the ITP sector average.

CapabilityTop

Total revenue increased by $8.2 million (5.7%) from 2011 to 2012, with $2.1 million of the increase coming from government funding and $2.2 million from student tuition fees.

Total expenditure increased by $9.1 million (6.5%), with personnel costs contributing $5.6 million of the increase. Unitec reported a net surplus of $3.9 million (2.6%) in 2012, which was down on the 2011 result of $4.7 million (3.3%).

Unitec’s total borrowing, which is helping fund campus developments, decreased from $10.4 million at the end of 2011 to $3.8 million at the end of 2012.

TES Priorities

Participation
2012 Performance Unitec ITP sector 
Students under 25 57% 52%
Māori 11% 22%
Pasifika 17% 10%
Course Completion
2012 Performance  Unitec ITP sector 
All  79% 79%
Students under 25 76% 78%
Māori 73% 73%
Pasifika 68% 73%
Qualification Completion
2012 Performance  Unitec ITP sector 
All 64% 70%
Students under 25 55% 63%
Māori 54% 61%
Pasifika 49% 62%
Of the tertiary-aged population in the Auckland region, 11% were identified as Māori, 14% as Pasifika and 22% 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 13% 8,378 8,319 8,483
Students 10% 15,143 13,470 13,072
Educational Performance Indicators ITP sector 2010 2011 2012
Successful Course Completion 79% 77% 78% 79%
Qualification Completion 70% 52% 57% 64%
Student Retention 60% 64% 59% 69%
Student Progression L1-4 37% 35% 37% 41%
Overview of Financial Performance*
Summary Financial Statements ($000) 2010 2011 2012
Revenue      
Total government revenue $79,087 $79,137 $81,322
Domestic student fees $32,449 $33,309 $34,089
International student fees $16,866 $20,299 $21,743
Other income (including research) $10,701 $10,987 $14,820
Total revenue $139,103 $143,732 $151,974
Expenses      
Personnel $81,712 $86,824 $92,434
Total expenses $130,229 $139,007 $148,075
Net surplus (after unusual and non-recurring items) $8,874 $4,725 $3,899
Assets      
Property, plant, equipment and intangibles $222,047 $227,627 $229,017
Total assets $228,832 $236,961 $236,549
Equity (net assets) $197,746 $201,230 $205,128
Cashflow      
Net cashflow from operations $22,110 $15,791 $19,719
Purchase of property, plant, equipment and intangibles $15,053 $18,247 $11,797
Other      
Staffing FTE 1,119 1,181 1,185
Total EFTS to total staff FTE ratio 9 : 1 9 : 1 9 : 1
Total EFTS to teaching staff FTE ratio (academic and tutorial) 18 : 1 17 : 1 18 : 1