Te Wānanga o Aotearoa

Chair: Richard Batley
Chief Executive: Bentham Ohia to June 2013; Jim Mather from October 2013
​(Co-delegate CEOs are Hinerangi Raumati-Tu’ua and Turi Ngatai)
Main Campus Key Main Campus
Auckland, Hamilton, Rotorua, Gisborne, Palmerston North, Wellington
Other Campus Key Other Campus Locations
120 sites in 80 towns and cities throughout the country
Educational Performance: Scheduled for April 2013
Funding by TEC
99.5% Teaching and Learning
0.4% Capability
0.1% Research
TEC Funding
Delivery by Level
38.5% Level 1–2
50.4% Level 3–4
5.8% Level 5–6
5.3% Level 7–8
 Level 9–10
Delivery By Level
Delivery by Subject
54.5% Society and Culture
26.1% Management and Commerce
7.9% Creative Arts
3.0% Health
3.0% Mixed Field Programmes
5.6% Other
Delivery By Subject

Te Wānanga o Aotearoa performed strongly again in 2012 against the TEC’s educational and financial performance indicators and remained well placed to advance the TES priorities in 2013.


In Te Pūrongo (the 2012 Annual Report for Te Wānanga o Aotearoa), Richard Batley (the Chair) highlighted progress under the following headings: assuring sustainability; maximising efficacy; employing the best people; and remaining competitive. Success in retaining funding at Levels 1–2 contributed to the organisation remaining competitive and was a testament to the value of its programmes to the tertiary sector at these levels.

Te Pouhere (the Chief Executive) Bentham Ohia focused his review on improvements in educational and financial performance, successful completion of Te Rautakinga (the organisation’s strategic plan), consolidation and extension of pathways of study from foundation to degree level, and responsiveness to the Government’s national education goals. Initiatives to extend pathways included: implementing a range of Bachelor degrees and a new Master’s degree (He Waka Hiringa – Master of Applied Indigenous Knowledge); working to provide further opportunities at secondary level; and progress with Mātātahi Mataora (the organisation’s youth strategy).

Enrolments at Te Wānanga o Aotearoa during 2012 remained stable, increasing by 34 EFTS. The majority of the organisation’s delivery was at Levels 3–4 (50%) and Levels 1–2 (38%). Delivery at Levels 1–4 increased by 204 EFTS and at Levels 5–8 decreased by 170 EFTS. In 2012, more than half of the organisation’s delivery was in Society and Culture (54%), with the next largest shares being in Management and Commerce (26%) and Creative Arts (8%).

In 2012, 50 percent of participants at Te Wānanga o Aotearoa were Māori, 10 percent were Pasifika and 14 percent were under the age of 25 years. Nearly a third of provision (27%) was extra-mural.

The organisation met the majority of targets outlined in its Statement of Service Performance.


In 2012, the organisation’s education delivery was equal to or above wānanga sector averages for each of the four educational performance indicators (EPIs). Te Wānanga o Aotearoa also improved its performance across three of its EPIs (course completion, student retention and student progression).

Performance against TES priority groups (Māori, Pasifika and under-25-year-olds) was above wānanga sector averages for qualification completion, but below or equal to sector averages for course completion.


The council completed the first phase of a review of governance structures and processes during the year. The review’s aim was to maximise efficiency in driving organisational growth and development, and it paralleled a government-led review of tertiary sector governance. Review results were presented to council members along with a preferred model for a smaller council. The next step will be comprehensive consultation with stakeholders.

Chief Executive Bentham Ohia’s contract came up for renewal in 2012, and the decision was made to re-advertise his position to explore the market for suitably qualified applicants. The successful applicant will lead Te Wānanga o Aotearoa for the next five years.

Te Wānanga o Aotearoa reported a net surplus of $7.9 million (5.2%) in 2012, up on the 2011 result of $7.3 million (4.8%). The organisation’s total revenue increased by $1.3 million (0.9%) on 2011’s result, and total expenditure increased by $0.7 million (0.5%).

Te Wānanga o Aotearoa recorded a loss on property valuations of $2.9 million in 2012, which reduced the increase in total equity for the year from $7.9 million to $5.0 million.

TES Priorities

2011 Performance Aotearoa Wānanga
Students under 25 14% 17%
Māori 50% 57%
Pasifika 10% 9%
Course Completion
2011 Performance Aotearoa Wānanga
All  81% 81%
Students under 25 75% 76%
Māori 77% 78%
Pasifika 78% 78%
Qualification Completion
2011 Performance  Aotearoa Wānanga
All 70% 68%
Students under 25 61% 60%
Māori 65% 63%
Pasifika 66% 65%
Overview of Educational Performance – Formal SAC Funded EFTS only
Enrolments % of Wānanga sector 2010 2011 2012
EFTS 83% 21,635 20,280 20,313
Students 84% 35,875 32,308 32,372
Educational Performance Indicators Wānanga sector 2010 2011 2012
Successful Course Completion 81% 76% 79% 81%
Qualification Completion 68% 66% 71% 70%
Student Retention 71% 68% 70% 73%
Student Progression L1-4 35% 35% 33% 35%
Overview of Financial Performance*
Summary Financial Statements ($000) 2010 2011 2012
Total government revenue $138,865 $134,330 $134,988
Domestic student fees $5,478 $5,866 $5,216
International student fees $0 $420 $681
Other income (including research) $9,144 $10,388 $11,454
Total revenue $153,487 $151,004 $152,339
Personnel $80,409 $81,529 $85,296
Total expenses $147,270 $143,718 $144,392
Net surplus (after unusual and non-recurring items) $6,217 $7,286 $7,947
Property, plant, equipment and intangibles $83,677 $86,590 $91,620
Total assets $142,288 $151,359 $155,627
Equity (net assets) $126,492 $133,778 $138,764
Net cashflow from operations $11,634 $16,892 $13,975
Purchase of property, plant, equipment and intangibles $13,894 $11,642 $15,173
Staffing FTE 1,085 1,098 1,086
Total EFTS to total staff FTE ratio 20 : 1 19 : 1 19 : 1
Total EFTS to teaching staff FTE ratio (academic and tutorial) 47 : 1 44 : 1 36 : 1