Universities

The University of Waikato

Chancellor: Rt. Hon Jim Bolger
Vice-Chancellor: Prof. Roy Crawford
Main Campus Key Main Campus
Hamilton
Other Campus Key Other Campus Locations
Tauranga
NZUAAU Academic Audit
Whole institution audit timeline: June–July 2010
Audit Report : November 2010
Funding by TEC
81.7% Teaching and Learning
0.2% Capability
17.8% Research
0.3% Scholarships/Learners
TEC Funding
Delivery by Level
Level 1–2
Level 3–4
0.9% Level 5–6
88.7% Level 7–8
10.4% Level 9–10
Delivery By Level
Delivery by Subject
37.4% Society and Culture
22.2% Education
17.5% Management and Commerce
10.1% Natural and Physical Sciences
6.1% Creative Arts
9.3% Other
Delivery By Subject

The University of Waikato’s educational performance in 2011 was consistent with previous years and was comparable to the sector average. Waikato’s financial performance met all TEC guidelines.

Responsiveness

Waikato launched two new institutes in 2011: the Environmental Research Institute, encompassing the university’s internationally-recognised expertise in ecosystems; and Te Kotahi Research Institute, which will research Māori economic development and well-being in consultation with iwi. Waikato also opened a research centre for Environmental, Resources and Energy Law to deepen the university’s research platforms in environment and natural resources matters that require legal analysis and research.

Waikato has partnerships with two Centres of Research Excellence: the Maurice Wilkins Centre for Molecular Biodiscovery and Ngā Pae o te Māramatanga, New Zealand’s Indigenous Centre of Research Excellence.

Enrolments increased slightly at Waikato in 2011 (up by 114 EFTS), compared to an overall decrease across the university sector. In 2011, 89 percent of Waikato’s enrolments were at Levels 7–8. Waikato had no provision at Level 3–4 in 2011, and small numbers at Level 5–6. Postgraduate enrolments at Levels 9–10 made up ten percent of Waikato’s total provision, and have been at this level consistently since 2008. Waikato had 442 EFTS enrolled for doctorates, 463 EFTS in Master’s programmes and 671 EFTS in other diploma and honours programmes. Its main fields of study were Society and Culture (35%), Education (22%) and Management and Commerce (18%). The Bachelor of Management Studies makes up ten percent of all provision at Waikato.

Participation at Waikato by the TES priority groups (Māori, Pasifika and under-25-year-olds) has remained steady for the past four years. In 2011 Māori participation was well above the university sector average (21% compared to 10%), while Pasifika and under-25s participated at rates slightly below the sector average (5% compared to 6%, and 66% versus 72%). In 2011 Waikato had 1,543 full fee-paying international EFTS (2,667 students).

Effectiveness

Waikato’s performance on the educational performance indicators was above the university sector average in 2011, with increases in qualification completions and student retention. Student progression decreased by two percentage points but this can be attributed to the decrease in enrolments at Levels 3–4 resulting in no delivery at Levels 1–4 in 2011.

Performance at Waikato of the TES priority groups (Māori, Pasifika and under-25-year-old students) improved in 2011 and was on the whole comparable to or higher than the university sector average.

Waikato received six percent of the 2011 total allocation for the Performance-Based Research Fund (PBRF), proportionally the same as in 2010, but an almost two percent monetary decrease. Waikato’s PBRF-eligible external research income for 2011 was $20.6 million, an increase of 11 percent on 2010.

Capability

Waikato reported a net surplus of 3.9 percent ($8.8 million), down slightly on the 4.2 percent surplus achieved in 2010. Total revenue increased by 5.9 percent ($12.6 million) from 2010 to 2011, including $4.0 million (4.3%) in additional government revenue.

In November 2011, Waikato officially opened the new $30 million Student Centre on its Hamilton campus. This was part of a larger capital works programme commenced in 2009, which included the redevelopment of the university’s retail area.

The majority of Waikato's planned capital expenditure between 2012 and 2021 is to refurbish and replace assets, with a small amount to meet changing demand. The two largest capital programmes forecast over the ten-year period are the Law/Management Building ($18 million) and the College Halls upgrade ($24 million).

TES Priorities

Participation
2011 Performance Waikato University
sector 
Students under 25 66% 72%
Māori 21% 10%
Pasifika 5% 6%
Course Completion
2011 Performance  Waikato University
sector 
All  87% 86%
Students under 25 86% 86%
Māori 82% 80%
Pasifika 73% 71%
Qualification Completion
2011 Performance  Waikato University
sector 
All 78% 75%
Students under 25 66% 68%
Māori 61% 62%
Pasifika 60% 54%
Overview of Educational Performance – Formal SAC Funded EFTS only
Enrolments 2009 2010 2011 % of University sector
EFTS 8,700 8,546 8,660 7%
Students 11,277 10,837 10,924 7%
Educational Performance Indicators 2009 2010 2011 University sector
Successful Course Completion 84% 87% 87% 86%
Qualification Completion 73% 71% 78% 75%
Student Retention 81% 82% 84% 79%
Student Progression L1-4 83% 87% 85% 40%
Overview of Financial Performance*
Key Performance Metrics 2009 2010 2011 TEC Minimum Guidelines
Net surplus (after unusual and non-recurring items) 5.2% 4.2% 3.9% 3.0%
Net cashflow from operations 115.5% 116.6% 113.6% 111.0%
Liquid funds 12.3% 12.7% 10.8% 8.0%
3-yr average return on property, plant equipment and intangibles 5.3% 6.3% 7.5% 4.5%
Summary Financial Statements ($000) 2009 2010 2011 % of 2011 category
Revenue        
Total government revenue $90,911 $93,641 $97,642 44%
Domestic student fees $37,950 $38,618 $40,590 18%
International student fees $25,330 $26,419 $26,663 12%
Other income (including research) $52,869 $53,057 $59,428 26%
Total revenue $207,060 $211,735 $224,323 100%
Expenses        
Personnel $117,449 $123,349 $128,656 60%
Total expenses $196,319 $202,881 $215,518 100%
Net surplus (after unusual and non-recurring items) $10,741 $8,854 $8,805  
Assets        
Property, plant equipment and intangibles $351,984 $358,742 $357,947 88%
Total Assets $390,217 $404,441 $404,929 100%
Equity (net assets) $329,880 $338,927 $337,109  
Cashflow        
Net cashflow from operations $28,058 $30,903 $26,646  
Purchase of plant property equipment and intangibles $27,489 $27,029 $29,085  
Other        
Staffing FTE 1,528 1,537 1,543  
Total EFTS to Total staff ratio 7:1 7:1 7:1  
Total EFTS to Teaching Staff ratio (academic & tutorial) 17:1 18:1 19:1