Institutes of Technology and Polytechnics

Western Institute of Technology at Taranaki

Chair: Mary Bourke
Chief Executive: Richard Handley to April 2013; Barbara George from October 2013
(Interim: Dr Jan Lockett-Kay)
Main Campus Key Main Campus
New Plymouth
NZQA EER
Educational Performance: Highly Confident
Self-assessment: Confident
Funding by TEC
100% Teaching and Learning
Capability
Research
 Scholarships/Learners
TEC Funding
Delivery by Level
16.7% Level 1–2
48.7% Level 3–4
25.8% Level 5–6
8.8% Level 7–8
 Level 9–10
Delivery By Level
Delivery by Subject
27.6% Creative Arts
16.2% Engineering and Related Technologies
14.0% Society and Culture
9.3% Agriculture, Environmental and Related Studies
8.4% Health
24.4% Other
Delivery By Subject

In 2012, the Western Institute of Technology at Taranaki (WITT) continued to improve its overall educational performance. WITT remained in a financially stable position.

Responsiveness

Council Chair Mary Bourke and former Chief Executive, Richard Handley, provided a combined review for WITT’s 2012 Annual Report. WITT continued to drive its results through the ‘pillars’ of the vision that frames its operational strategies: student experience, community partnership and ownership, academic viability and rigour, and financial viability and sustainability. The year saw the implementation of the Academic Strategy and Rautaki Māori, and the development of a Youth Strategy. These three strategies set a framework for achieving greater levels of engagement from Māori and young people.

Campus developments included upgraded teaching spaces, improved space utilisation and improved landscaping. WITT was also developing a Tertiary Village with tenancies by like-minded tertiary organisations. WITT’s collaboration with other training organisations included: Taratahi Agricultural Training Centre, Agriculture New Zealand for horticulture, G&H Training Ltd for carpentry, and Te Reo o Taranaki Charitable Trust for te reo Māori. In 2012, the Taranaki Trades Academy had its first intake of students and there was a significant increase in school leavers transitioning to WITT.

WITT’s enrolments increased in 2012 by 6 percent (102 EFTS). The majority of the increase occurred at Levels 3–4, which made up nearly half (49%) of total delivery. The rest of WITT’s provision was spread across Levels 5–6 (26%), Levels 1–2 (17%) and Levels 7–8 (9%). The largest fields of study were Creative Arts (28%), Engineering and Related Technologies (16%) and Society and Culture (14%).

Māori participation increased on 2011 and was above the ITP sector average, at 44 percent. Pasifika and under-25-year-old student participation remained below the ITP sector average but was consistent with regional demography. In 2012, WITT had 73 full fee-paying international EFTS (149 students).

In 2012, WITT achieved all the targets set out in its Statement of Service Performance.

EffectivenessTop

In 2012, WITT was above, or on a par with, the ITP sector average across all four educational performance indicators (EPIs). With the exception of student retention, WITT’s performance improved on each measure, compared with 2011 results.

The achievement by the TES priority groups (Māori, Pasifika and under-25-year-olds) increased for under-25-year-olds across all measures, and increased for three of the four EPIs for Māori, compared with 2011. Performance for Māori was strong with both course and qualification completion above the ITP sector average. Qualification completion for under-25-year-olds was above average but course completion was below, while Pasifika student achievement was below the ITP sector average on both indicators for 2012.

CapabilityTop

In 2012, after careful consideration, the WITT council decided not to renew the Chief Executive’s contract for a further term and to advertise the position. The Chair described the subsequent appointment process as providing an impressive range of candidates. Barbara George was selected and is due to take up the position in October 2013.

Total revenue increased by $0.8 million (3.1%), with government funding up by $0.6 million and an overall increase in student tuition fees of $0.2 million. This revenue growth was offset by an increase in expenditure. WITT reported a net surplus of $1.3 million (5.5%), which was $40,000 more than the result achieved in 2011.

WITT recorded a gain on property revaluations of $1.7 million that, when combined with the operating surplus, resulted in an increase in total equity of $3.1 million. WITT’s application for the transfer of its New Plymouth campus into its own title remained under consideration throughout 2012, awaiting the outcome of Treaty of Waitangi settlement negotiations.

TES Priorities

Participation
2012 Performance WITT ITP sector 
Students under 25 48% 52%
Māori 44% 22%
Pasifika 4% 10%
Course Completion
2012 Performance  WITT ITP sector 
All  79% 79%
Students under 25 75% 78%
Māori 79% 73%
Pasifika 70% 73%
Qualification Completion
2012 Performance  WITT ITP sector 
All 72% 70%
Students under 25 66% 63%
Māori 72% 61%
Pasifika 53% 62%
Of the tertiary-aged population in the WITT region, 15% were identified as Māori and 21% as under the age of 25 years. Pasifika population figures were less than 1%. (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% 1,744 1,685 1,786
Students 2% 4,035 2,721 2,919
Educational Performance Indicators ITP sector 2010 2011 2012
Successful Course Completion 79% 76% 76% 79%
Qualification Completion 70% 60% 70% 72%
Student Retention 60% 59% 75% 72%
Student Progression L1-4 37% 23% 13% 37%
Overview of Financial Performance*
Summary Financial Statements ($000) 2010 2011 2012
Revenue      
Total government revenue $17,687 $15,444 $16,046
Domestic student fees $4,408 $4,938 $5,278
International student fees $1,119 $1,200 $1,051
Other income (including research) $2,088 $1,973 $1,945
Total revenue $25,302 $23,555 $24,320
Expenses      
Personnel $11,852 $12,015 $12,691
Total expenses $22,477 $22,263 $22,988
Net surplus (after unusual and non-recurring items) $2,825 $1,292 $1,332
Assets      
Property, plant, equipment and intangibles $23,598 $24,971 $27,193
Total assets $32,094 $32,620 $35,132
Equity (net assets) $25,054 $25,994 $29,055
Cashflow      
Net cashflow from operations $4,652 $2,622 $2,761
Purchase of property, plant, equipment and intangibles $1,564 $2,685 $1,974
Other      
Staffing FTE 150 155 159
Total EFTS to total staff FTE ratio 13 : 1 13 : 1 13 : 1
Total EFTS to teaching staff FTE ratio (academic and tutorial) 24 : 1 23 : 1 23 : 1