Topical FAQs

We know that you're busy people and that sometimes you won't manage to catch our All staff hui sessions live. 

We'll add a recording with the date of each hui below so you can watch them at a time that suits you. 

15 July - All staff hui 

This session covered our initial reaction after Otago Polytechnic discovered it had been made both standalone from 1 January 2026 and part of a federated model. 

Access recording here >

We’ve started a body of work to reset Capable NZ.

Q: Why did the review happen? 

Our Capable NZ enrolments have been declining with a 51.6% decrease over the last four years. So, it’s time for us to find a more sustainable way for Capable NZ to operate.

Currently, our Capable NZ team don’t sit within a structure consistent with that of other OP colleges/schools. This has led to a lack of consistency around strategy, operations, processes and support functions.

Q: What’s will happen to the structure? 

• We will move the Capable NZ department and all Capable NZ programmes under Te Maru Pumanawa (TMP) I College of Creative Practice and Enterprise.
• TMP is led by Emma Hogg and Capable NZ will come under her portfolio. 

Q: What will happen to the operations? 

• We will continue to offer all Capable NZ programmes.
• We will retain, strengthen and grow the Capable NZ brand.
• Administrative support for all Capable NZ programmes will come from within TMP.

Q: What will happen to Capable NZ kaimahi?

• Unfortunately, our current enrolments don’t support the FTE we have in the Capable NZ team.
• To ensure we are operating sustainably, we need to downsize by 19.73 FTE (this includes a currently vacant Head of College position, a vacant College Operations Lead position, vacant Co-Head of Programme positions and a vacant Facilitator position).
• An Expression of Interest process has opened for any Capable NZ staff interested in voluntary redundancy.
• We will then move to a selection process, if necessary, once the voluntary redundancy process is complete.
• A process has also commenced to recruit to the newly established Head of Programme position.

Q: How are the Capable team being supported? 

Senior leadership met with the Capable NZ team in-person to explain the changes and the implementation process. We will ensure that kaimahi are offered continual support during this process. 

Q: Is there not another way of making this work? 

We would not be pursuing this course of action unless it was absolutely necessary. We’re in a situation where we need to ensure the financial sustainability of our organisation to be able to stand alone and that means we have to right-size FTE against EFTs.  

Q: I'm finding this change quite difficult, where can I get support?

We know this action impacts a lot of people and that change is not easy.

If you need support, please don’t hesitate to reach out to your Formal Leader, your People and Culture Business Partner, our Health and Wellbeing partner, Hayley Laughton, or tap into the Telus Health Employer Assistance programme. 

Q: Who else has been told about this? 

• We sent an email to each currently enrolled Capable NZ learner to reassure them that they will be able to continue and complete their programme. We also let them know that the Capable NZ brand will be retained and that all Capable NZ programmes will continue to be delivered. We let them know that if they wanted to talk to someone about the change, our Student Success team were there to support them.
• We advised relevant external partners and stakeholders of the change so they didn't read about it in the media. 
• And we advised local media of the change so that they got the facts directly from us and didn't misinterpret the outcome or purpose of the review.

Last year, we made the decision to discontinue our Brewery programme due to consistently low enrolments (only one student in 2024).

It seems unlikely that we will revive the full-time programme in the future so we’re currently investigating selling the brewery equipment.

In the meantime, until the assets are sold, a lease agreement has been arranged with Rudd House Brewery (which happens to be owned by a former student of the programme).

We will continue to assess the brewery space so learning opportunities at the Central Otago Campus continue to align with the needs of both students and employers.

As part of our mahi towards ensuring a financially viable future for the Polytechnic, we are going to stop programme delivery at Mosgiel Community Learning Centre.

Q: Why?

We have been offering the Introduction to Computing programme and various computing short courses to the community for many years but have seen a downward trend in ākonga numbers since 2021. This initiative has fallen below an acceptable level of contributing margin due to the lack of uptake.

Unfortunately, due to a staff absence following an injury, we also haven’t been running this programme or the short courses since 2024.

Q: What will happen? 

We will stop delivery of the Introduction to Computing programme and short courses, effective immediately.

We will also exit the Memorandum of Understanding during May 2025 once we remove the equipment.

A community-led organisation called Com2Tech (Community Communications Technology Trust) are currently running a similar programme in Mosgiel in collaboration with the Library. They have indicated that they would like to take over the building space. We have a good relationship with Com2Tech and donate IT equipment to them quite regularly to support community initiatives.

We have decided to move the Kōwhai Centre and English Language Centre out of their current locations on St David Street and Forth Street. 

Q: Why is this happening?

There are a few primary reasons for this:  

1. The current Kōwhai Centre site only has four available spaces which will not enable this programme to grow. Increasing the number of rooms will allow us to increase the cohort size for the Bachelor of Social Services.  
2. As part of our drive for good business practice and continual reflection on how we’re operating, we have been reviewing our space utilisation. Due to this, we’ve found that there is plenty of available space around the campus.  
3. The English Language property on Forth Street is an ageing asset that would require more capital to keep up to an acceptable standard and we are able to fit kaimahi on our main campus.  

We will therefore be moving the Kōwhai Centre into H Block, and we are working to finalise the location for English Language. This will enable us to lower our current operating costs and to sell the St David Street and Forth Street properties.  

Q: What are the details?  

The Kōwhai Centre will be moving to the sixth floor of H Block. This is a natural fit given that Social Services staff already work in this block and the existing rooms will require minimal change to convert them into counselling rooms.  

When the counselling rooms are not in use, they will be able to be used as breakout spaces for H Block staff. We’ll also be converting H612 into a new Adobe suite and developing a new counter space.

We will let you know the details we land on for English Language when we can.  

Q: When will this happen?

We will be working with staff to confirm these desk moves during April. The desk moves will then take place during July, and the H Block rooms will be prepared as counselling rooms during August – October.  

In November, we will exit the Kōwhai Centre, and the new Kōwhai Centre will be operational from January 2026.  

We will sell the two properties in late 2025 – 2026. 

As part of the process of standing up autonomous polytechnics, we know there will be the need for new governing bodies. The first stage of this approach is to create a smaller advisory group. These advisory groups will be formally established in July.  

We recently put forward three candidates for this group who we believe will challenge, guide and support us as we continue to build a financially viable, sustainable and responsive organisation.  

Mike Collins, CEO of Business South, will be familiar to many of you having spent 17 years in various roles here. Adam La Hood will also be familiar as a former Otago Polytechnic Board Director and Chair (2021-22), currently CFO at Cook Brothers Construction.  

Donna Matahaere-Atariki is the Deputy Chief Children’s Commissioner at Mana Mokopuna. As Ngai Tahu Education Manager, Donna worked in partnership with Te Tapuae O Rehu to develop specific roles at polytechnics and universities to support educational success for Māori.  

You can find out more about our nominated candidates below: 

What are the proposed changes to New Zealand Certificate in Outdoor and Adventure Education (Multi-skilled) (Level 4)?

Despite efforts to grow ākonga enrolments, our has a small cohort and is not financially sustainable.

We propose discontinuing this programme, effective from the end of teaching in December 2025.

We propose to disestablish 1 FTE for the remainder of the academic year, and to disestablish the other FTE in December once current ākonga have had an opportunity to complete the programme.

What are the proposed changes to Otago Secondary Tertiary College (OSTC) Certificate in Cookery (Level 3)?

We expect to sell the Cromwell town campus in the near future, and will be unable to use the Cookery teaching facilities after 2025. We are considering leasing out the commercial kitchen while a sale is finalised, and we’ve been unable to identify suitable alternative premises for delivering this programme in the future.

We propose discontinuing this programme, effective from the end of teaching in October 2025, with the disestablishment of two positions (up to 0.61 FTE).

What are the next steps?

We’ve met with the kaimahi concerned to explain these proposed changes and outline the process for providing feedback.

We will carefully consider all the feedback we receive before making any final decisions, and ensure kaimahi are offered support during this consultation process.  

We are also keeping in close contact with all ākonga who would be affected if these proposed changes are adopted.

We will update these FAQs once an outcome has been decided. 

What are the proposed changes to our New Zealand Certificate in Plumbing, Gasfitting and Drainlaying (Level 3)?  

The Tertiary Education Commission (TEC) advised in June 2025 that it will not fund more than one delivery per year of this one-semester programme, and the programme does not appear to be viable.

We have decided not to run this programme in semester two, and propose to cease delivery from 2026 with the disestablishment of one position (1 FTE).

What are the proposed changes to our New Zealand Certificate in Construction Trade Skills (Allied Trades) (Level 3) – Painting and Decorating?

This programme has not been delivered this year due to financial viability concerns. We do not plan to offer this programme from 2026 onwards.

Additionally, the block courses we are currently contracted to deliver do not constitute a full-time workload across the year. 

As a result, we have proposed the disestablishment of one full-time position. 

What are the next steps?

We’ve met with the kaimahi concerned to explain these proposed changes and outline the process for providing feedback.

We will carefully consider all the feedback we receive before making any final decisions, and ensure kaimahi are offered support during this consultation process.  

We are also keeping in close contact with all ākonga who would be affected if these proposed changes are adopted.

We will update these FAQs once an outcome has been decided.

Q: Why did you do a review?

The Professorial Appointments policy was introduced in July 2005 to recognise and appoint senior academic staff.  

The first full professor was appointed in late 2005.

The Professoriate has expanded significantly since then, peaking at 28 members in 2023. 

Te Kahui Manukura (TKM) decided to carry out an external and independent review to gain some actionable insights into how we can further strengthen research outputs and reputation.

We now have a real opportunity to more strongly utilise the skills and knowledge of the Professoriate across the organisation in a structured way that contributes to our financial viability and reputation for academic excellence.

TKM will be working closely with the Professoriate on this mahi.

Q: Who was on the panel?  

To ensure an independent review, the panel consists of three external experts:  

• Emeritus Professor Lachy Paterson (University of Otago) (Chair)    
• Jamie Smiler (Head of Research, Te Pūkenga)  
• Dr Kate Timms-Dean (General Manager, Aukaha)  

Q: What was the process?

An external, independent panel was appointed to conduct this review.  

The Professoriate met with members from TKM and were invited to make written and/or verbal submissions.  

Key stakeholders were also asked to supply information to the panel.  

The panel then created a final report for TKM which have given a series of recommendations about the future focus for the Professoriate. As well as an analysis of the current outputs of the Professoriate, the report also identified opportunities for development and growth.  

Q: What were the outcomes of the report?

Commendations  

The Review Panel passed along a series of commendations for the Professoriate. They wanted to celebrate:

• their resilience during a long period of ongoing structural change 
• their continued support of Otago Polytechnic through their participation in academic committees, and  
• their willingness to support Otago Polytechnic to develop its Te Tiriti practice and its Māori Strategic Framework.  

Recommendations  

The first recommendation is to propose that the Professoriate become a Community of Practice.  

A Community of Practice (CoP) is a group of individuals who share a common interest or passion and come together to learn, collaborate, and improve their skills in a particular domain to fulfil both individual and group goals.   

If the proposal is confirmed, the part-time role of Professoriate Lead will be disestablished. We are currently consulting with the Professoriate Lead on this proposal.

The other recommendations will be implemented using a phased approach. Early thinking around this approach is outlined below.  

Phase 1 – Plan  

• Share the report  
• Propose the Community of Practice  
• Clarify roles and responsibilities 

Phase 2 – Build  

• Stand up the Community of Practice (dependent on consultation outcome) 
• Research budgeting and planning processes  

Phase 3 – Optimise 

• Investigate expectations around research outputs  
• Funding model optimisation  
• Refine promotion process and career pathways  

Phase 4 – Grow 

• Promote capability and expertise  
• Enact our commitments as a Te Tiriti Partner  
• Increase external funding  
• Expand cross-institutional collaboration  

Q: Any questions?

If you have any questions, please reach out to shaun.tahau@op.ac.nz 

We have started a series of consultation processes, in relation to proposed staffing changes across the organisation. 

Kaimahi and ākonga have been sent emails with details of the proposed changes and our reasoning behind them. 

You may also see articles in the media this week about the current change processes.

What is being proposed?

We are proposing a series of changes in staffing and structures, aimed at moving us closer to right-sized organisational structures and kaimahi-to-ākonga ratios that will support our long-term sustainability.

We are hopeful these proposed changes can help position us to stand alone and take control of our own future.

It is important to acknowledge this process would still be occurring irrespective of the Government’s recent announcement.

Which areas are affected?

Heads of Programmes and College Operations Leads (Proposed reduction of 2.3 FTE)

In order to further strengthen leadership within the four Colleges, we are proposing that Heads of Programme positions transition from part-time to full-time in recognition of the responsibilities involved, and that most HOPs would shift directly into the new full-time positions. (Currently these senior kaimahi are juggling dual roles which include some leadership duties and some teaching duties.)

Some part-time roles are proposed to be disestablished, and new full-time roles established through a closed selection process.

We also propose to reduce the FTE of College Operations Leads, as some of their tasks and responsibilities are proposed to transition to HOPs.

Open Education Resource Centre, Research and Postgraduate, administration within Colleges, and academic right-sizing (Proposed reduction of 21.3 FTE)

We are also proposing to reduce 2.8 FTE in administration, across the Otago Secondary Tertiary College (OSTC), College of Community Development and Personal Wellbeing, Culinary Arts, Engineering, Construction and Living Sciences and the Dunedin School of Art. 
 
To improve the EFTS (Equivalent Full-time Student) to FTE (Full-Time Equivalent staff) ratios of our programmes, we are proposing to reduce FTE within:

• Te Maru Pumanawa | College of Creative Practice and Enterprise (8.1 FTE in Art and Design) 
• College of Engineering, Construction and Living Sciences (8 FTE in Carpentry, Engineering Technology and Information Technology). 

When would these proposed changes take effect and do they include closing programmes?

We are not proposing to discontinue any programmes across OP, and any staffing changes would take effect after the end of the academic year.

What support is on offer for kaimahi impacted by these proposals?

We will have an Employee Assistance Service clinician onsite on Monday 28 and Tuesday 29 July for anyone who wishes to access support at this time.

Further information on how to book is available here.

Alternatively, you can access the service by calling 0800 360 364 (for TELUS Health) or 0508 664 981 (for Vitae).

Please also speak with your formal leader, your union representative or a member of the People, Culture and Wellbeing team to seek support during this process.

We are also keeping in contact with ākonga who may be affected by these proposals.

Our leadership team wishes to thank everyone for your dedication and hard work through many challenges.

This is another difficult time, so please remain kind to each other, seek support if you need it, and respect the privacy of those who are directly impacted by the proposed changes.

The Government has announced that Otago Polytechnic will become independent again from 1 January 2026. This is a positive step that returns decision-making to our region and allows us to keep delivering the real hands-on, high-quality education and training we’re known for.

At the same time, Otago Polytechnic has been placed in a federation model with UCOL and Open Polytechnic. We’re disappointed by this decision. Since Te Pūkenga was disestablished, we’ve worked hard to restore our financial stability and believe we’re ready to operate independently by January 2026.

We’re asking the Government to explain why Otago Polytechnic was included in the federation model, how it would work in practice, and what it would mean for our institution. Our top priority is making sure this decision doesn’t compromise the quality of our teaching, student support, or the strong outcomes our learners achieve.

Otago Polytechnic ranks 3rd nationally among Institutes of Technology and Polytechnics for overall qualification completion rates, performing above the national average at all levels. At Level 7 (Degree level), we’re the 2nd highest performer across all tertiary education organisations in New Zealand. These results reflect our leadership in teaching and learner support.

We’re committed to maintaining these high standards and building a strong, sustainable future, with support from the Government and our community.

If you have questions or concerns, we’re here to listen and will continue to share updates as we learn more.

Te Pūkenga have launched a new initiative called Āpōpō. We are in the June pilot of this project, along with CareerForce, Primary ITO, and UCOL.

This project has the aim of creating a centralised knowledge hub so that, as we move to independent business divisions, there are collective resources that are accessible for everyone. These collective resources will be things like unified programme documents. 

As well as being a tool to support the vocational education system of tomorrow, the name Āpōpō reflect its aspirations: 

Ā (Āta) - Considered and deliberate
P (Pūkenga) – Expertise and Skill
Ō (Ōhākī) – A final gift
P (Pūmahara) – Thoughtfulness, to be wise and astute
Ō (Ōranga) - For our future health

This project will:

• Reduce administrative burden: Through the ability to access valuable resources, less time will be spent creating material from scratch, and more time can be spent on delivering the work that matters.  
• Reduce duplication of effort: Knowledge hub resources will reduce duplication of effort and help avoid divisions recreating similar materials from scratch. This will save time and cost, which can be reprioritised towards future sustainability.
• Enable access to resources: Access to academic product information and resources to support our Business Division, industry, community, iwi partners, kaimahi, and ākonga to meet their potential through Vocational Education. 

Some of our team are currently working on compiling the resources that will feed into Āpōpō. 

What it means for kaimahi

• Industry Skills Boards (ISBs) established as separate standard-setting entities on 1 January 2026.
• Kaimahi within a Te Pūkenga WBL division will transfer with their division to an ISB at the start of next year for up to two years. This includes all staff, learners and assets.
• The provider continues to manage all aspects of work-based learning: enrolling learners, providing pastoral care and arranging education and assessment.
• ISBs will endorse provider programmes.

What it means for Industry  

• ITPs, PTEs and Wānanga will all be able to offer work-based learning.
• Industries will work with providers to deliver WBL programmes for sectors currently supported by Te Pūkenga.
• Industry Skills Boards (ISBs) will set training standards, endorse programmes, moderate assessments, provide pastoral care and arrange education and assessment.
• Seven ISBs are proposed and following consultation ending 20 May the number and coverage areas of ISBs is expected to be announced mid-year.  
• ISB boards will have six industry appointments and two ministerial appointments; appointments made to ISB Boards are expected to be announced in June.
• New WBL providers can start enrolling learners from 1 January 2026, subject to having met approval and funding requirements.
• On 31 December 2027, ISBs will cease managing training and all remaining enrolments must have transitioned.

What it means for students

• The changes announced by the Minister will have little impact on students currently enrolled as they will remain with their existing WBL or PTE.
• WBLs will continue to deliver their programmes and students will continue to enrol with existing providers until alternative providers are in place, or by 30 June 2027 (whichever comes first).  
• On 31 December 2027, ISBs will cease managing training and all remaining enrolments must have transitioned to an approved provider. 

The recent budget announcements weren’t hugely positive for the tertiary education sector with analysts saying that there is not enough investment to result in growth. TKM and Finance are still working through the implications of this, but an initial summary of key facts is provided below by topic area.  

In addition, this document is useful for explaining TEC funding rates. 

General  

• Demand for tertiary education and training is currently forecast to exceed the volume able to be funded by current baselines from 2026/27.   
• Provider based delivery in priority areas, including engineering, trades and primary industries will receive a boost to funding rates – this could be good for us.   
• $398 million will be invested in tertiary education with a focus on STEM subjects.    

Priority learners  

• Te Hono Wānanga (Ministry of Education work programme) may lead to changes to the funding of wānanga and potentially other providers of mātauranga Māori across the tertiary system. We’re unsure what this could mean for us.  

Tuition fees  

• Budget proposes an annual maximum fee rise of 6% for 2026.  
• The tuition subsidy between 2025 and 2026 is decreasing by $17m. This means that there is no funding for any growth across the whole tertiary sector. 

Te Pūkenga and standalone ITPs  

• Additional support to be provided to transition away from Te Pūkenga.  
• Ongoing funding may be required to support the viability of re-established ITPs.   
• Upcoming decisions will determine the design of the new system, and the configuration of the new system will likely influence any measure of additional funding.  

WBL/ISBs 

• Industry Skills Boards will receive ongoing funding of $30 million annually.   

Universities  

• There are financial challenges across the university sector.  
• Universities may seek support from the Government to ensure their financial stability and that may impact on us.