Institutes of Technology and Polytechnics

Open Polytechnic of New Zealand

Chair: Graeme Hall
Chief Executive: Dr Caroline Seelig
Main Campus Key Main Campus
Lower Hutt
Other Campus Key Other Campus Locations
The Open Polytechnic of New Zealand delivers courses by distance learning throughout New Zealand.
NZQA EER
Educational Performance: Confident
Self-assessment: Confident
Funding by TEC
99.6% Teaching and Learning
Capability
0.4% Research
 Scholarships/Learners
TEC Funding
Delivery by Level
20.5% Level 1–2
22.7% Level 3–4
29.6% Level 5–6
27.3% Level 7–8
 Level 9–10
Delivery By Level
Delivery by Subject
29.6% Management and Commerce
19.0% Society and Culture
14.1% Education
9.7% Health
8.6% Mixed Field Programmes
19.0% Other
Delivery By Subject

The Open Polytechnic of New Zealand achieved substantial increases in its overall educational performance in 2011 and was in a healthy financial position, exceeding the TEC’s financial guidelines.

Responsiveness

In 2011 the Open Polytechnic continued to build relationships with other ITPs, ITOs and employers to deliver a variety of vocationally applicable courses and qualifications via distance learning across New Zealand. In 2011 the Open Polytechnic worked closely with the Electrical Workers Registration Board and the Plumbers, Gasfitters and Drainlayers Board, providing distance study options to meet their registration requirements. The Open Polytechnic formed a collaboration with the Western Institute of Technology at Taranaki (WITT) to help students complete the Open Polytechnic’s national Diploma of Construction with access to WITT’s facilities and tutorial support. Following the Canterbury earthquakes the Open Polytechnic was able to help Christchurch Polytechnic Institute of Technology by providing continuity for its construction-related diplomas.

All Open Polytechnic delivery was extramural. It experienced a five percent (283 EFTS) decrease in enrolments in 2011. This decrease occurred mainly in Levels 3–4 programmes, which fell to 23 percent of delivery (down from 26 percent in 2010). All delivery was in Levels 1–8, with 57 percent at Levels 5–8. The largest fields of study were Management and Commerce (30%), Society and Culture (19%) and Education (14%).

The Open Polytechnic’s enrolments were similar to the ethnic demography of New Zealand as a whole.

In 2011 the Open Polytechnic achieved most of the key performance indicators outlined in its 2011 Statement of Service Performance.

Effectiveness

In 2011 the effectiveness of the Open Polytechnic’s education delivery was evidenced by overall improvements in educational performance. It performed below the ITP sector averages against all educational performance indicators, but achieved considerable increases in both course and qualification completion (increases of 9 percentage points and 26 percentage points respectively). Except for qualification completions by Pasifika students, the performance of Māori, Pasifika and students under 25 years was below the ITP sector average. 

NZQA completed the Open Polytechnic’s external evaluation and review in June 2011. It gave the institution a ’confident’ rating for its educational performance and a ‘confident’ rating for the methods and processes that the institution uses for continuous self-assessment.

The Open Polytechnic received 0.07 percent of the 2011 total allocation for the Performance-Based Research Fund (PBRF), a decrease from 0.08 percent in 2010. It earned PBRF-eligible external research income of $137,920 in 2011, a 58 percent increase on 2010.

Capability

In 2011 the Open Polytechnic 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 Open Polytechnic council deciding to appoint two new members.

In 2011 the Open Polytechnic reported a net surplus of 6.4 percent ($3.7 million), down on the 7.9 percent surplus achieved in 2010. Total revenue fell by 10.2 percent ($6.7 million) from 2010 to 2011, including $6.5 million (13.8%) less government revenue.

The Open Polytechnic applied for the transfer of its Lower Hutt site into its own title in 2011. Its capital expenditure is expected to average around $3.5 million annually over the next ten years, focused mainly on large one-off IT equipment and software upgrades with peaks forecast in 2012, 2014, 2017 and 2020.

TES Priorities

Participation
2011 Performance Open
Polytechnic
ITP sector 
Students under 25 22% 51%
Māori 14% 21%
Pasifika 10% 10%
Course Completion
2011 Performance  Open
Polytechnic
ITP sector 
All  73% 78%
Students under 25 68% 76%
Māori 59% 70%
Pasifika 69% 71%
Qualification Completion
2011 Performance  Open
Polytechnic
ITP sector 
All 59% 63%
Students under 25 39% 57%
Māori 41% 54%
Pasifika 56% 52%
Overview of Educational Performance – Formal SAC Funded EFTS only
Enrolments 2009 2010 2011 % of ITP sector
EFTS 5,277 5,760 5,477 8%
Students 32,405 37,347 34,950 26%
Educational Performance Indicators 2009 2010 2011 ITP sector
Successful Course Completion 62% 64% 73% 78%
Qualification Completion 21% 33% 59% 63%
Student Retention 24% 30% 30% 49%
Student Progression L1-4 20% 20% 18% 29%
Overview of Financial Performance*
Key Performance Metrics 2009 2010 2011 TEC Minimum Guidelines
Net surplus (after unusual and non-recurring items) 4.4% 7.9% 6.4% 3.0%
Net cashflow from operations 111.9% 121.1% 118.3% 111.0%
Liquid funds 51.7% 53.1% 64.8% 8.0%
3-yr average return on property, plant equipment and intangibles 13.1% 15.7% 19.2% 4.5%
Summary Financial Statements ($000) 2009 2010 2011 % of 2011 category
Revenue        
Total government revenue $40,124 $47,044 $40,558 69%
Domestic student fees $13,578 $16,048 $16,046 27%
International student fees $250 $205 $182 0%
Other income (including research) $1,883 $1,859 $1,716 3%
Total revenue $55,835 $65,156 $58,502 100%
Expenses        
Personnel $29,790 $36,099 $30,839 56%
Total expenses $52,929 $59,983 $54,765 100%
Net surplus (after unusual and non-recurring items) $2,466 $5,173 $3,737  
Assets        
Property, plant equipment and intangibles $35,594 $38,095 $36,417 49%
Total Assets $65,820 $72,253 $74,785 100%
Equity (net assets) $49,643 $55,197 $58,129  
Cashflow        
Net cashflow from operations $5,656 $11,028 $9,352  
Purchase of plant property equipment and intangibles $2,754 $8,057 $4,150  
Other        
Staffing FTE 460 426 393  
Total EFTS to Total staff ratio 13:1 16:1 15:1  
Total EFTS to Teaching Staff ratio (academic & tutorial) 41:1 56:1 54:1