Institutes of Technology and Polytechnics

Universal College of Learning

Chair: Trevor Goodwin
Chief Executive: Paul McElroy
Main Campus Key Main Campus
Palmerston North
Other Campus Key Other Campus Locations
Whanganui, Masterton
NZQA EER
Educational Performance: Confident
Self-assessment: Confident
Funding by TEC
100% Teaching and Learning
Capability
Research
 Scholarships/Learners
TEC Funding
Delivery by Level
10.7% Level 1–2
39.2% Level 3–4
13.4% Level 5–6
36.6% Level 7–8
 Level 9–10
Delivery By Level
Delivery by Subject
28.0% Health
15.0% Management and Commerce
14.9% Creative Arts
9.5% Food, Hospitality and Personal Services
9.5% Engineering and Related Technologies
23.1% Other
Delivery By Subject

Universal College of Learning (UCOL) improved its overall educational performance in 2011 and met TEC’s recommended financial guidelines.

Responsiveness

In 2011 UCOL developed a partnership with the Open Polytechnic of New Zealand to offer a degree qualification in early childhood education to the Wairarapa community. UCOL is also partnering with the Wellington Institute of Technology and the Le Cordon Bleu New Zealand Institute to create a centre for cuisine and hospitality excellence based in Wellington, with construction to be completed in 2012.

UCOL embarked on a number of building improvements after seismic assessments in the wake of the Canterbury earthquakes indicated a number of its buildings needed upgrading to increase safety in the event of a significant earthquake. This has been a significant undertaking for UCOL.

In 2011 UCOL offered half of its qualifications at Levels 1–4 and half at Levels 5–8, with 37 percent of total delivery at Levels 7–8. Over the last four years UCOL has been increasing its delivery at Levels 7–8 and decreasing its delivery at Levels 3–4. The largest fields of study were Health (28%), Management and Commerce (15%) and Creative Arts (15%), with 15 percent of overall provision in the Bachelor of Nursing.

In 2011 UCOL’s students were predominantly aged under 25 (62%). Māori enrolments were significantly higher than in the demography of the Manawatu-Whanganui region overall. UCOL achieved the majority of the key performance indicators in its 2011 Statement of Service Performance. Where it did not meet a target, there was usually an improvement compared with 2010.

Effectiveness

In 2011 the effectiveness of UCOL’s education delivery was evidenced by performing above the ITP sector average for qualification completions, student retention and student progression. Course completions, while below the ITP average, increased by nine percentage points from 2010. Performance of the TES priority groups (Māori, Pasifika and students aged under 25 years) was below the sector average, except for qualification completions by under-25s and Pasifika students.

In 2012 UCOL underwent an external evaluation and review from the NZQA and received ‘confident’ ratings for both educational performance and self-assessment.

Capability

In 2011, the UCOL 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 UCOL council deciding to appoint two new members.

In 2011 UCOL reported a net surplus of 4.2 percent ($2.2 million), down on the 8.3 percent surplus achieved in 2010. UCOL’s total revenue decreased by 7.4 percent ($4.2 million) from 2010 to 2011. This decrease was largely attributable to government funding being $4.4 million lower, which was partially offset by increases in income from domestic and international student fees.

Following the 2010 and 2011 Canterbury earthquakes, UCOL conducted a seismic review of all its buildings. The resulting remediation programme is to be partially completed in 2012.

UCOL's capital expenditure is forecast to average around $6.5 million annually over the next ten years. The major capital items are non-accommodation buildings being upgraded for seismic safety. All capital spending is forecast to be spent replacing and refurbishing existing assets.

TES Priorities

Participation
2011 Performance UCOL ITP sector 
Students under 25 62% 51%
Māori 25% 21%
Pasifika 5% 10%
Course Completion
2011 Performance  UCOL ITP sector 
All  71% 78%
Students under 25 70% 76%
Māori 57% 70%
Pasifika 66% 71%
Qualification Completion
2011 Performance  UCOL ITP sector 
All 66% 63%
Students under 25 59% 57%
Māori 51% 54%
Pasifika 59% 52%
Of the tertiary-aged population in the UCOL region, 18% were identified as Māori and 15% 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 3,546 3,410 3,204 5%
Students 6,640 5,500 4,594 3%
Educational Performance Indicators 2009 2010 2011 ITP sector
Successful Course Completion 56% 62% 71% 78%
Qualification Completion 45% 51% 65% 63%
Student Retention 53% 51% 55% 49%
Student Progression L1-4 32% 28% 35% 29%
Overview of Financial Performance*
Key Performance Metrics 2009 2010 2011 TEC Minimum Guidelines
Net surplus (after unusual and non-recurring items) 3.7% 8.3% 4.2% 3.0%
Net cashflow from operations 114.3% 124.1% 117.4% 111.0%
Liquid funds 21.3% 29.3% 33.8% 8.0%
3-yr average return on property, plant equipment and intangibles 6.2% 6.8% 6.5% 4.5%
Summary Financial Statements ($000) 2009 2010 2011 % of 2011 category
Revenue        
Total government revenue $35,733 $35,925 $31,527 60%
Domestic student fees $11,848 $13,198 $14,118 27%
International student fees $2,708 $2,784 $3,544 7%
Other income (including research) $4,270 $4,658 $3,169 6%
Total revenue $54,560 $56,565 $52,358 100%
Expenses        
Personnel $28,870 $28,245 $28,100 56%
Total expenses $49,859 $51,897 $50,163 100%
Net surplus (after unusual and non-recurring items) $2,032 $4,668 $2,195  
Assets        
Property, plant equipment and intangibles $134,884 $130,622 $121,951 82%
Total Assets $152,949 $156,332 $149,143 100%
Equity (net assets) $126,395 $130,940 $124,224  
Cashflow        
Net cashflow from operations $6,739 $10,940 $7,932  
Purchase of plant property equipment and intangibles $3,501 $4,496 $5,885  
Other        
Staffing FTE 469 432 433  
Total EFTS to Total staff ratio 9:1 9:1 9:1  
Total EFTS to Teaching Staff ratio (academic & tutorial) 18:1 19:1 18:1