Institutes of Technology and Polytechnics

Universal College of Learning

Chair: Trevor Goodwin until May 2014; currently Malcolm Inglis
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
8.0% Level 1–2
41.7% Level 3–4
13.7% Level 5–6
36.5% Level 7–8
0.1% Level 9–10
Delivery By Level
Delivery by Subject
31.2% Health
12.7% Creative Arts
11.2% Management and Commerce
10.6% Food, Hospitality and Personal Services
8.2% Engineering and Related Technologies
26.1% Other
Delivery By Subject

In 2013 the educational performance of Universal College of Learning (UCOL) generally improved compared with the previous year.

Responsiveness

The Chair, Trevor Goodwin and the Chief Executive, Paul McElroy, together with Acting Chief Executive, Clare Crawley, highlighted a number of UCOL’s achievements in the 2013 Annual Report. These included initiatives to lift educational performance and financial sustainability, with High-Performing Teaching Teams and Te Atakura projects to improve learner outcomes. UCOL also formed collaborative relationships for the benefit of students with neighbouring ITPs (Western Institute of Technology at Taranaki and Eastern Institute of Technology). Of further note was UCOL’s progress in addressing Government priorities and community expectations, particularly regarding the arts in Whanganui. This led to the establishment of a Joint Taskforce and subsequent Joint Taskforce Monitoring Group with the Whanganui District Council.

UCOL’s enrolments decreased by five percent (138 EFTS) on the previous year. This decline occurred primarily at Levels 1–2 (from 11% in 2012 to 8% in 2013), with the majority of UCOL’s delivery remaining at Levels 3–4 (42%) Levels 7–8 (36%) and Levels 5–6 (14%). The main fields of study were Health (31%), Creative Arts (13%), Management and Commerce (11%), and Food, Hospitality and Personal Services (11%).

Participation of the TES priority groups (Māori, Pasifika and under-25-year-olds) was well above the 2013 ITP sector average for Māori (seven percentage points higher on 30%) as it was for under-25-year-olds (10 percentage points higher on 62%). Participation was in line with the region’s demography. UCOL had 93 Youth Guarantee EFTS (112 students) and 247 full-fee paying international EFTS (429 students).

EffectivenessTop

UCOL performed above the ITP sector averages for student retention and student progression. While UCOL’s course and qualification completion rates maintained or improved on 2012 levels.

Performance for the TES priority groups improved across each of the educational performance indicators (EPIs) for Māori and generally improved for Pasifika and under-25-year-olds.

Financial performanceTop

In 2013 UCOL again had a break-even result, similar to 2012. This was primarily owing to ongoing costs in integration and change management; the safer UCOL building project of $0.6 million (compared with $2.1 million in 2012); and deficits incurred with respect to UCOL’s $1.0 million share in the Le Cordon Bleu (LCB) joint venture (up from $0.9 million in 2012).

If these items are removed, UCOL produced an underlying operational surplus of $1.6 million (3.3%) in 2013, compared to a 2012 surplus of $3.1 million (a decline of $1.4 million or 47.0% over the period). This is owing to revenue reductions failing to be offset by cost savings.

UCOL’s total revenue decreased by $3.8 million (7.1%) from 2012 to 2013, while total expenditure decreased by $2.3 million (4.6%). Total assets reduced by $8.5 million (6.5%) over the period as a result of the impairment of buildings (which reduced the value of these assets by $10.1 million); a $1.0 million write down in the value of the LCB joint venture investment; and a $1.1 million reduction in receivables and sundry assets. An increase in cash and cash equivalent balances of $2.0 million partially offset these reductions.

Bernard (Ben) Vanderkolk, who has served as a Ministerial appointee on the Massey University council since 2011, was appointed by the Minister for Tertiary Education, Skills and Employment as a member of council.

TES Priorities

Participation (SAC)
2013 Performance UCOL ITP sector 
Students under 25 62% 52%
Māori 30% 23%
Pasifika 5% 11%
Course Completion (SAC)
2013 Performance  UCOL ITP sector 
All  76% 80%
Students under 25 74% 78%
Māori 67% 75%
Pasifika 67% 73%
Qualification Completion (SAC)
2013 Performance  UCOL ITP sector 
All 65% 73%
Students under 25 60% 66%
Māori 54% 65%
Pasifika 55% 59%
Of the tertiary-aged population in the UCOL region, 18% identified as Māori, 3% as Pasifika, and 22% as under the age of 25 years (based on Census 2013).
Overview of Educational Performance
Enrolments 2013 % of ITP sector 2011 2012 2013
Student Achievement Component (SAC) EFTS 5% 3,204 3,151 3,013
SAC Students 3% 4,594 4,242 4,020
Youth Guarantee (YG) EFTS 5% - - 93
YG Students 4% - - 112
Educational Performance Indicators - SAC ITP sector 2011 2012 2013
Successful Course Completion 80% 71% 73% 76%
Qualification Completion 73% 65% 65% 65%
Student Retention 64% 55% 65% 68%
Student Progression L1-4 36% 35% 43% 43%
Educational Performance Indicators - YG ITP sector     2013
Successful Course Completion 70%     73%
Qualification Completion 60%     64%
Overview of Financial Performance*
Summary Financial Statements ($000) 2011 2012 2013
Revenue      
Total government revenue $31,527 $31,744 $28,669
Domestic student fees $14,118 $13,504 $14,131
International student fees $3,544 $3,293 $2,636
Other income (including research) $3,169 $4,585 $3,938
Total revenue $52,358 $53,126 $49,374
Expenses      
Personnel $27,960 $28,383 $27,399
Total expenses $48,964 $50,051 $47,748
Net surplus (after unusual and non-recurring items) $2,195 $56 $1,626
Assets      
Property plant equipment and intangibles $121,951 $119,772 $106,885
Total Assets $149,143 $131,007 $122,515
Equity (net assets) $124,224 $109,246 $99,870
Cashflow      
Net cashflow from operations $7,932 $5,475 $4,569
Purchase of plant property equipment and intangibles $5,885 $17,866 $2,272
Other      
Staffing FTE 433 447 436
Total EFTS to Total Staff FTE ratio 9 : 1 8 : 1 8 : 1
Total EFTS to Teaching Staff FTE ratio (academic & tutorial) 18 : 1 16 : 1 16 : 1