Institutes of Technology and Polytechnics

Aoraki Polytechnic

Chair: Kevin Cosgrove
Chief Executive: Kay Nelson
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
34.1% Level 1–2
45.8% Level 3–4
20.1% Level 5–6
Level 7–8
Level 9–10
Delivery By Level
Delivery by Subject
21.3% Agriculture, Environmental and Related Studies
14.9% Food, Hospitality and Personal Services
14.7% Engineering and Related Technologies
13.0% Creative Arts
10.7% Management and Commerce
25.4% Other
Delivery By Subject

The educational performance of Aoraki Polytechnic overall was above the sector average on course and qualification completions in 2011, but its 2011 educational and financial performance dropped slightly compared with 2010.

Responsiveness

In 2011, Aoraki made strong progress in reshaping its programme portfolio to better meet the needs of its students and community, as well as aligning delivery more closely with the Government’s priorities. The February 2011 earthquakes forced Aoraki to close its Christchurch campus, but it was able to continue its classes through collaboration with the Southern Institute of Technology. Aoraki also took over Christchurch Polytechnic Institute of Technology’s hairdressing course, which otherwise might have closed due to lack of access to its central Christchurch location.

Aoraki experienced an 11 percent decrease in EFTS (239 EFTS) in 2011, mainly across Levels 1–4, while increasing delivery at Levels 5–6 increased 15 percent in 2010 to 20 percent in 2011. The largest proportion of delivery was at Levels 3–4 (46%) and Levels 1–2 (34%). Aoraki offers no courses at Level 7 and above. The main fields of study were Agriculture, Environmental and Related Studies (21%), Engineering and Related Technologies (15%) and Food, Hospitality and Personal Services (15%).

Participation increased in 2011 among the TES priority groups (Māori, Pasifika and students aged under 25). Participation by under-25-year-olds was above the average for ITPs (52% versus 51%). While Māori and Pasifika participation was still below the ITP sector average, both were higher than in the previous year.

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

Effectiveness

The effectiveness of Aoraki’s performance was demonstrated by the institution achieving above the ITP sector average for course and qualification completions. However, student retention and progression were both below the ITP sector average. Course completions decreased in 2011, as did student retention, while qualification completions increased from 57 percent in 2010 to 68 percent in 2011. The increase in the qualification completion rate is partly explained by the drop in overall EFTS enrolled across the institution in 2011. Aoraki’s performance for both course and qualification completions across all TES priority groups saw Aoraki achieve above sector averages, although its overall performance decreased compared with 2010 results.

Capability

In 2011 the Aoraki council re-assessed the capability of its membership following the reconstitution of ITP councils, which had restricted council-appointed members to an initial term of one year. The assessment resulted in the Aoraki council deciding to retain its existing members.

In 2011, Aoraki reported a net deficit of 6.7 percent ($1.7 million), which was a reversal of the 7.1 percent surplus achieved in 2010. Aoraki’s total revenue decreased by 12.4 percent, or $3.5 million, from 2010 to 2011, including $4.2 million (19.5%) less government revenue.

Total expenses increased by $0.2 million (0.6%) compared to 2010. Personnel costs rose by $2.5 million (23.8%) as Aoraki brought sub-contracted education provision in-house. The 2011 result included a number of unusual and non-recurring costs, and Aoraki’s operations were also affected by the Canterbury earthquakes.

Aoraki's capital expenditure is expected to remain steady at around $2 million annually on average between 2012 and 2021, with the majority to meet changing demand. Two large forecast items include $5 million during 2012 for plant and equipment and $2 million on non-residential buildings during 2013.

TES Priorities

Participation
2011 Performance Aoraki ITP sector 
Students under 25 52% 51%
Māori 13% 21%
Pasifika 5% 10%
Course Completion
2011 Performance  Aoraki ITP sector 
All  80% 78%
Students under 25 80% 76%
Māori 73% 70%
Pasifika 74% 71%
Qualification Completion
2011 Performance  Aoraki ITP sector 
All 68% 63%
Students under 25 66% 57%
Māori 65% 54%
Pasifika 76% 52%
Of the tertiary-aged population in the Aoraki region, 3% were identified as Māori and 12% as under the age of 25 years. Pasifika population figures were unavailable. (Based on Statistics NZ 2011 population projections)
Overview of Educational Performance – Formal SAC Funded EFTS only
Enrolments 2009 2010 2011 % of ITP sector
EFTS 2,189 2,233 1,994 3%
Students 12,808 13,061 4,798 4%
Educational Performance Indicators 2009 2010 2011 ITP sector
Successful Course Completion 76% 84% 80% 78%
Qualification Completion 51% 57% 68% 63%
Student Retention 27% 54% 48% 49%
Student Progression L1-4 24% 17% 17% 29%
Overview of Financial Performance*
Key Performance Metrics 2009 2010 2011 TEC Minimum Guidelines
Net surplus (after unusual and non-recurring items) 15.9% 7.1% -6.7% 3.0%
Net cashflow from operations 121.8% 119.2% 100.3% 111.0%
Liquid funds 124.8% 119.4% 111.4% 8.0%
3-yr average return on property, plant equipment and intangibles 7.4% 7.9% 4.2% 4.5%
Summary Financial Statements ($000) 2009 2010 2011 % of 2011 category
Revenue        
Total government revenue $21,770 $21,553 $17,344 70%
Domestic student fees $3,030 $2,531 $3,402 14%
International student fees $227 $378 $347 1%
Other income (including research) $2,370 $3,675 $3,547 14%
Total revenue $27,397 $28,137 $24,640 100%
Expenses        
Personnel $9,099 $10,390 $12,865 49%
Total expenses $23,070 $26,150 $26,300 100%
Net surplus (after unusual and non-recurring items) $4,345 $1,987 -$1,660  
Assets        
Property, plant equipment and intangibles $34,166 $33,695 $27,374 49%
Total Assets $62,321 $64,560 $56,383 100%
Equity (net assets) $59,668 $62,001 $53,505  
Cashflow        
Net cashflow from operations $4,586 $4,739 $64  
Purchase of plant property equipment and intangibles $2,738 $1,884 $2,391  
Other        
Staffing FTE 163 192 185  
Total EFTS to Total staff ratio 14:1 13:1 12:1  
Total EFTS to Teaching Staff ratio (academic & tutorial) 30:1 20:1 19:1