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 >

7 Aug - All staff hui 

This session covered an update on our campaign to stand alone (rather than be part of the Federation). It also covered our financials, how we're tracking with domestic and international applications and enrolments, and our focus for the rest of the year. We also acknowledged Brayden Murray's resignation. 

Access recording here > 

21 July - All staff hui 

This session covered an update on the Federation / standalone situation, what our External Advisory Group will be responsible for and the fact that we're expecting our Regional ITP Viability (RIV) to be released by Te Pūkenga soon. We also gave an overview of what our Application Journey Project is focusing on, and acknowledged those staff working on calling our applicants. 

Access recording here >

4 Sept - All staff hui 

This session covered an update on our meeting with the Minister during which she gave us more clarity around the federated model. We also discussed the recently released RIV report, our new TKM structure, our change of waiata for Graduation, and the work that will be needed around our transition to being a stand alone organisation.  

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 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 has happened? 

We have stopped delivery of the Introduction to Computing programme and short courses, effective immediately.

We have exited the Memorandum of Understanding and have removed all OP equipment and branding.

The library is now using the space for other community activities.

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. 

What is the outcome of this consultation?

We will be discontinuing our OSTC Certificate in Cookery (Level 3), based in Cromwell. This is effective from the end of teaching in October 2025. 

Two positions will be disestablished as part of this (up to 0.61FTE). 

Why is this happening?  

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.

How are the OSTC team being supported? 

We have met with affected kaimahi to explain the changes and next steps. We will ensure that kaimahi are offered continual support during this process. 

The TEC have posted information on their website about our new External Advisory Group (EAG) members.

Our members are:

• John Gallaher (Chair)
• Rowena Davenport 
• Scott Mason.

The EAG are a temporary group, employed by TEC, to make establishment decisions to enable us to be stood up successfully from 1 January 2026. 

They will be responsible for things like determining the size of our future Council, selecting a Chief Executive, and ensuring all practical requirements for Day One are in place (for example, opening an Otago Polytechnic bank account).   

Mike Collins, CEO of Business South, is our Community Advisor. He will play a liaison role between the Otago community and Otago Polytechnic and is contracted by Te Pūkenga. He will work alongside us and the EAG as they progress their work programme.    

You can find out more about the intended role of EAGs here. 

There’s been a huge amount of mahi done so far this year as we drive towards financial viability and being stand alone. We’ve created a Roadmap to Viability document which shows our key workstreams and activities and what you can expect for the rest of the year.

This hopefully also shows how interconnected our mahi is as we all drive towards building applications and enrolments and providing the best possible student experience we can.  

See Roadmap to Viability >

We know there’s a lot of information to keep on top of with constant changes happening.  

Just a reminder of the places you can go to find information:  

• Tūhono (the centralised staff intranet)  

TIP: You can sign up for weekly Tūhono headlines to be delivered directly to your inbox (head to your profile in Tūhono and update your settings) 

• Haumi ē (the regular newsletter for staff)  
• TKM emails (sent from specific members of TKM about particular topics)  
• All staff hui (online at regular intervals)  
• Topical FAQs page (A-Z topics with the most up to date info)   
• Kōrero with TKM (an online space to ask questions) 
• Invite TKM to my meeting (a quick and easy way to invite a member of TKM to your meeting) 

Remember, you can also reach out to your Formal Leader at any time to ask questions or touch base with a member of our Leadership Council, Kaunihera Whakahaere.  

Our consultation for the Outdoor Adventure programme has now closed. 

Thank you to all staff who fed back as part of this review. We really appreciated your thoughts and professionalism throughout the process. 

We can confirm that this programme will be discontinued, effective from the end of teaching in December 2025. 

We have met with affected staff and will continue to offer support throughout this process. We also want to acknowledge these staff and thank them for their dedication to our students. 

The consultation for these programmes has now closed. 

Thank you to all staff who fed back as part of this review. We really appreciated your thoughts and professionalism throughout the process. 

We can confirm that: 

• Plumbing will be discontinued, effective immediately. 
• Painting and Decorating will be discontinued, effective immediately. 

We have met with affected staff and will continue to offer support throughout this process. We also want to acknowledge these staff and thank them for their dedication to our students. 

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.

Our Regional ITP Viability Report has now been released by Te Pūkenga.

This report was required by the Government in 2024 as they wanted to see a detailed overview of how each ITP could improve its financial viability. Our report was prepared by Deloitte.  

In line with legislation, some information in our report has been redacted for sensitivity and commercial reasons.

If you are reading the report, please pay attention to the cover sheet. This will provide some highly useful context around the creation of the report and the data/assumptions used to draft it. 

It’s important to remember that this report was developed at a point in time. For that reason, adjustments may have been made along the way as our situation has shifted. Our broad financials may also have shifted.  

As these reports are being released by Te Pūkenga, they are handling any media attention these reports may receive and we do expect that we will receive some media coverage.  

Read report here > 

Q: What did the Government say will happen to Otago Polytechnic?

In July, the Government announced that Otago Polytechnic will be standalone again from 1 January 2026.

At the same time, Otago Polytechnic has been placed in a federation model with UCOL and Open Polytechnic (as the federation anchor).

We have been trying to gain clarity around what the federated model would mean for us. 

Q: What’s the latest with the federation model situation? 

On Tuesday 2 September, we released a joint media statement with the Hon Penny Simmonds, Minister of Vocational Education. 

This media statement: 

• clarifies that the role of the federation is to provide support to those polytechnics who need it 
• confirms that, whilst Otago Polytechnic will still be in the federated model initially, the use of shared services is at our discretion and we will have the ability to move out of the federation, if we achieve our financial recovery, which we are on track to do 
• showcases the Minister's support for Otago Polytechnic to succeed 
• reinforces that it is essential that we focus on financial viability and achieving our budget targets. 

You can read the joint media statement here >

Q: There’s so much change happening, why do we have to do all this now? Couldn’t we delay it?

The Government has mandated that we have to make $10M in annual savings. We must achieve this in 2025, or we won’t be financially viable in 2026. If we’re not financially viable, it’s highly likely we’ll be in the Federation.  
 
We do not want to be in the Federation as we risk losing the autonomy of decision-making and the independence of our academic board/programme development. We strongly believe this will undermine our learner success rates, the quality of our teaching and our opportunity to innovate. We also feel it will dilute the “Otago Polytechnic experience”.   
 
The large-scale right sizing we are having to complete is a result of a lack of consistent reviews or corrective action for the past few years. Moving forwards, we will ensure we embed good business practice so such sweeping change will be much less likely. 

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. 

Megan Pōtiki
Executive Director 

Portfolio 

• Overall leadership 
• Finance 

Executive Assistant 

• Lee-Ann Dahl 

Chris Williamson 
Deputy Executive Director, Academic Delivery 

Portfolio 

• Academic Excellence 
• Central Otago Campus 
• College of Community Development and Personal Wellbeing 
• College of Health 
• Open Education Resource Centre 
• Te Ama Ako I Learning and Teaching 
• Te Kaihapai (student complaints)

Executive Assistant 

• Lee-Ann Dahl 

Mark Cartwright 
Deputy Executive Director, Industry Training and Innovation 

• College of Engineering, Construction and Living Sciences 
• Industry Training 
• International relationships 
• Otago Polytechnic Auckland International Campus (OPAIC)
• Te Maru Pumanawa I College of Creative Practice and Enterprise 

Executive Assistant 

• Britney Wright  

Max Sims 
Deputy Executive Director, Operations 

Portfolio 

• Academic Registry 
• Campus Services 
• Contact Centre 
• Customer Services 
• Digital/ISS 
• Functions and Catering 
• International operations 
• Marketing, Communications and Engagement 
• Polykids

Executive Assistant 

• Britney Wright   

Shaun Tahau 
Deputy Executive Director, Learner Experience and Partnerships 

Portfolio 

• Bicultural Competency 
• He Toki 
• Matauranga Māori 
• Otago Polytechnic Students' Association (OPSA)
• Research and Postgraduate Studies 
• Student Health 
• Student Success 
• Sustainability 
• Te Pā Tauira (student accommodation)
• Te Punaka Ōwheo I Māori Learner Success

Executive Assistant 

• Britney Wright  

Jo Mika-Thomas 
Deputy Executive Director, People and Safety 

Jo will be joining us from 2 October so we'll add more information closer to the time.