Strategic Plan 2007-11
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Strategic Plan 2007-11 August 2007 - 1 - Preface This Strategic Plan describes the way forward for Tairāwhiti Polytechnic over the next five years. The strategies outlined within the Plan have been developed following input from a diverse range of internal and external stakeholders. The strategies have also taken into account a number of previous analyses undertaken by the Polytechnic and by national and local agencies. The Plan was recently the subject of community consultation, and its content now incorporates feedback on the draft document from staff, unions, students, iwi, employers, industry and other public. The Plan includes a draft regional needs analysis as an appendix, though it should be noted that, given the requirement to submit this Plan to the TEC by May 31 2007, and the need to rebuild relationships between the Polytechnic and many other local tertiary education providers, it is a somewhat one-dimensional analysis that reflects the views of the Polytechnic rather than those of all regional providers. The Polytechnic expects to continue to work with the TEC and other providers, as part of its regional facilitation role, and to submit a joint statement later in 2007, to support the TEC’s regional investment decisions. Given the current financial crisis at the Polytechnic, the strategies outlined in this Plan have a somewhat short-term and tactical focus. In the short term the Polytechnic’s goals are simple: • maintain academic standards; • restore financial viability by better matching costs to revenue; and • establish timely control systems and processes to ensure stronger management control. The TEC has endorsed the overall direction proposed in the strategic plan and in particular the need for the Polytechnic to resize. The institution expects to review the Plan on an annual basis, in conjunction with key stakeholders. The strategies outlined here are also highly ambitious, given the problems the Polytechnic has had in terms of implementation capability and effectiveness in recent years. The Council also expects to submit an Investment Plan, as required for all institutes of technology and polytechnics, later in 2007. Subject to the TEC’s funding policies, the Investment Plan will closely reflect the strategies outlined here. This Plan should be read in conjunction with the Options paper and supporting financial modelling prepared by the Polytechnic, with the assistance of the Crown Observer and Crown management team, as required by the viability funding agreement. The preparation of this Plan has proved an informative and salutary process, with many of our staff and stakeholders telling us that our strategy needs to be clear and distinctive, to reflect the unique needs of the Tairāwhiti, and that rather than protract planning processes or delay decision-making and implementation, we need to ‘just get on with it’ as soon as possible. Pehimana Brown Tracey Tangihaere Council Chairman Acting Chief Executive (2) Table of Contents 1. Introduction ................................................................................................................................ 4 2. Student Profile ........................................................................................................................... 5 3. Key Strategic Issues .................................................................................................................. 9 4. Planning Context...................................................................................................................... 16 5. Strategic Positioning ................................................................................................................ 25 6. Performance Indicators and Targets........................................................................................ 38 7. Mapping Strategy to Investment Guidance .............................................................................. 42 8. Risk Management .................................................................................................................... 46 Appendix One: English Explanation of the Māori Concepts in the Mission Statement ...................... 48 Appendix Two: Draft Regional Needs Analysis and Implications for Tairāwhiti Polytechnic.............. 52 Appendix Three: Financial Modelling of Strategies ........................................................................... 53 (3) 1. Introduction This Strategic Plan sets out the broad direction that Tairāwhiti Polytechnic will take over the medium term (2007-11) within the context of Government’s policies and priorities for the national tertiary education system. It has been developed with input and analysis from Tairāwhiti Polytechnic staff, the senior management team, the Council and focus groups and forums, external stakeholders, students, iwi, unions and officials. It draws on regional needs analyses prepared by a variety of local and national agencies and on the results of a major staff, student and public consultation exercise. The planning context has changed since the preparation of the Tairāwhiti Polytechnic’s Charter and Profile 2007–2009. Government has released new priorities for the sector and has signalled investment preferences and upcoming policy shifts. A Crown Observer and Crown Manager have been put in place by Government to assist the Polytechnic to restore its financial viability. In view of these changes, the strategies outlined here represent a fundamental reconfiguration of the Polytechnic. They are intended to ensure both educational and financial viability and to optimise the contribution that Tairāwhiti Polytechnic makes to the social, economic and cultural development needs of its region and the national network of tertiary education provision. 1.1. Snapshot Tairāwhiti Polytechnic is a public tertiary education institution providing services predominantly to the Tairāwhiti region. We also provide specialist education services to the forestry sector throughout the North Island. In 2006 it had: • 8,201 enrolled students, and 1,789 EFTS; • a student age range from 17 to 82 years; • students from all over New Zealand, but most from Tairāwhiti; • 52% of female students; • 71% of Māori students to a local demographic of 44%; • a high proportion of students who start this training/education with low prior educational qualification levels, poor literacy and low confidence with regard to education; • 225 full time equivalent staff; • over 70 accredited programmes, from levels 1-7 on the Register of quality assured qualifications; • annual operating revenues of $18 million; and • an unsustainable annual deficit of $4.8 million (4) 2. Student Profile 2.1. Ethnicity The students enrolled at the Polytechnic in 2006 had the following ethnic profile. A notable feature was the high proportion of Māori students, who comprised 71% of enrolled students. In the 2006 census, Māori made up 44.4% of the total population of the Gisborne region. Ethnic Profile of Students 2006 3% 2% 24% NZ M āori NZ European/Pakeha Other International Pacific Island 71% 2.2. Age The age distribution of students enrolled at the Polytechnic in 2006 is shown below. It is notable, and somewhat surprising given the regional demographic profile (see Appendix Two), that the Polytechnic enrolled relatively few students in the 18-25 age group, as the following table shows. Age Profile of Students 2006 18 to 25 years old 20% 80% 25+years old (5) 2.3. Gender The gender distribution of students enrolled in 2006 is illustrated in the chart below. As with most tertiary education providers, women outnumber men in the student population. Gender Profile of Students 2006 48% Male Female 52% 2.4. Prior Experience of Students The table below shows the prior activity of students enrolled at the Polytechnic in 2006. The low number of school leavers is noticeable, as is the high proportion of students from or in employment. Reporting Year: 2006 Student Student Prior Activity Count All 8,201 Secondary school student 602 Unemployed or other Beneficiary e.g. DPB (exclude retired) 1,568 Wage or salary worker 2,978 Self-employed 347 University student 91 Polytechnic student 141 College of Education student 14 House person or retired 265 Overseas (irrespective of occupation) 166 Private Training Establishment student 59 Wananga 44 Other 2 None 1,924 (6) 2.5. School leavers The chart below illustrates that 57% of students who enrolled directly from school come from Gisborne Girls’ High School or Lytton High School. Where the school leaver(2006) enrolments(2007) come from? Other region, Campion, 7 Correspond. 23 School, 2 Lytton, 32 Wairoa, 7 Tolaga BA, 3 Waikohu, 2 GBHS, 9 GGHS, 38 The chart below provides a breakdown of the origin of school leavers from other regions. What other regions do enrolled school leavers (2006) come from? Waihi, 1 Fairfield, 1 NP, 1 Rathkeale, 1 Raglan, 1 Overseas, 7 Unknown, 3 Rotorua, 1 Long Bay, 1 Heretaunga, 1 CHB 1 PN Boys, 3 Grn Bay, 1 (7) 2.6. Levels of study The charts below show the distribution of levels from 2004 to 2006 in which students have been enrolled. It demonstrates that in 2005 and 2006 about 50% of Tair āwhiti Polytechnic’s programmes were at level 4 or above, compared with 60% in 2004. Level Distribution at Tairawhiti Polytechnic - 2004 Contracted Delivery, 3% Level 1, 1% STAR, 10% Level 2, 15% Level 7, 1% Level 6, 17% Level 3, 11% Level 5, 6% Level 4, 36% Level Distribution at Tairawhiti Polytechnic - 2005 Contracted Level 1, 1% Delivery, 16% Level 2, 12% STAR, 4% Level 7,