Lincoln University 2017
Stakeholder Briefing Document
April 2017
April 2017 | Stakeholder Briefing Document
Contents
1
Vice-Chancellor’s introduction
2
Lincoln’s vision and strategy
4
Summary of student numbers and disciplines, domestic
and international EFTS
5
Employment Outcomes
6
Lincoln University's Improving Financial Outlook
10 Fitness programme
14 Transformation programme
20 Lincoln University's Long Term Financial Plan
2
22 Lincoln Hub
- He Puna Karikari
- LU AgR Joint Facility
26 Responding to the Government’s Business Growth Agenda
28 Lincoln-Telford Division
30 Status of earthquake damage and insurance claims
32 Next six months
34 Lincoln University Council
14
30
34
April 2017 | Stakeholder Briefing Document
Vice-Chancellor’s
introduction
Welcome to Lincoln University and our Stakeholder
Briefing Document.
This is a ‘living document’. We regularly update it to show the current state of the
University, to record the progress being made, and to explain our trajectory.
We hope that it conveys our excitement that Lincoln University is making rapid
progress. It is important we take every available opportunity to present our
University as it currently is.
We are proud of the progress made since changes commenced last year under a
work programme entitled ‘Refreshing Lincoln’. It is evident that Lincoln University
is a strong institution, with the turnaround in our financial outlook.
The current ‘Refreshing Lincoln’ initiatives are:
• Improving the attractiveness of academic programmes
• Developing blended learning
• Establishment of an ‘internal economy’
• Development of a feasible 10-year model
• Optimisation of University assets
• Transformation programme
• Telford campus transfer
• Change management
• The Lincoln-AgResearch joint facility
• AQA audit follow-up
• Administrative staffing and systems.
I look forward to liaising with you – to seek your advice and understanding – and
to enhance the contribution that Lincoln University makes as a specialist landbased University.
Professor Robin Pollard
Vice-Chancellor
1
April 2017 | Stakeholder Briefing Document
Lincoln’s vision
and strategy
2
VisionA financially sustainable, world class education and research
institution, focused on the needs of land-based sectors, and fit for
purpose for students, employers, NZ society and NZ Inc.
Lincoln University has a 140-year history of providing high
quality education and research to New Zealand’s most
important economic driver, the land-based sectors. As a small
and specialist university, Lincoln University continues to climb
the global rankings amongst all Universities (placed 343 in
the most recent QS world rankings, for example). Like most
institutions, there have been ebbs and flows in performance,
strategy, and output; none more so than in the last decade.
Like most old institutions, organisational cultures and
relationships (both internal and external) are substantial.
focused on the needs of land-based sectors, and fit for
purpose for students, employers, society generally, and NZ Inc.
specifically.
Under new leadership in 2016, Lincoln University has been
reviewing its purpose and the critical role that the University
must play for sustainable economic growth of New Zealand’s
land-based sectors. New Zealand needs a specialist landbased education capability to ensure laser-like coherence
in addressing the needs of land-based sectors. Lincoln
University’s purpose is clear and unequivocal: a financially
sustainable, world class education and research institution
An in-depth study of the strategic options for Lincoln University
moving forward has therefore been timely. EY’s report Lincoln
University: Strategic Options Assessment, dated 21 July 2016,
has provided a considerable resource to help chart a course
for the future. The report expressed support for Lincoln
University’s ‘sound and logical’ high-level strategy, delivering
value through education and innovation for New Zealand’s
land-based sectors.
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We realise that as a small, niche university, Lincoln will need to
deliver on its purpose differently than in the past. We recognise
and embrace the significant opportunity to re-engineer a
university for the future, as part of the world-class centre of
excellence in land-based education, research and innovation –
the Lincoln Hub, He Puna Karikari.
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3
In response, the University is addressing mitigation of
financial, academic and organisational risks to that strategy,
while additionally strengthening the University’s capability to
fulfil its long-term purpose.
A Programme Management Office is in place to support both
the Fitness and the Transformation programmes, given the
scale, complexity and urgency of the set of initiatives.
‘Refreshing Lincoln’ is the University’s call to action to define
and commence a pathway forward.
The Refreshing Lincoln response must support the University’s
core strategy. The outcome must therefore demonstrate
viability and sustainability achieved through:
The agenda involves two complementary programmes (see the
later sections for further detail):
• A specialist, land-based tertiary education institution,
integrated into the Lincoln Hub.
• Fitness - immediate actions to improve organisational
culture and performance and thereby position Lincoln
University for sustainability and growth;
• Strong and productive environment for research and
research training.
• Transformation – finding economies of scale and scope
through partnering with (an)other organisation(s).
• Specialisation aligned to the needs and interests of landbased sectors.
• Economies of scale and scope for teaching and research.
April 2017 | Stakeholder Briefing Document
Summary of student numbers and disciplines, domestic and international EFTS
Filters
2017 Monthly EFTS Tracking
Status
Commencing
as at 31 March 2017
Returning
1,293
2017 Target
1200
Citz
1,244
2016 EFTS
DOMESTIC
2017 EFTS
INTERNATIONAL
1,050
1000
1,011
Faculty
AGCM
804
800
AGLS
FESD
Value
774
600
OTHER
PhD
558
USEL
536
400
Qualfication Level
311
Level 1 - Certificates
298
Level 4 - Certificates
200
Level 5 - Diplomas
Level 6 - Diplomas
0
Level 7 - Bachelor and ..
48
Jan
Feb
Mar
Apr
May
Level 8 - Honours & PG..
Jun
Level 9 - Masters
Level 10 - PhD
Month
4
Jan
Feb
Mar
Apr
May
Jun
2016 EFTS
45
298
536
774
1,011
1,244
2017 EFTS
52
309
547
784
1,020
1,250
2017 Target
48
311
558
804
1,050
1,293
Variance to
Target
4
-2
-11
-20
-30
-43
Qual Title
All
The graph above looks at the Equivalent Full Time Students (EFTS) compared against the 10 year model targets. Each month shows
This report looks at the EFTS by Programme to compare against the 10 year model targets. As this report assigns EFTS to programme not course, the faculty EFTS will be different to that
the
cumulative
total of EFTS consumed, by month i.e. each EFTS is apportioned over the duration of their enrolment and as the
of revenue
EFTS.
months
go
by
more
of that
EFTS
is consumed.
The EFTS
willin further
in the months April to June as Research and English
PhD's have been not been assigned
to faculty.
Further
breakdown of this assignment
to come
a subseqentincrease
report.
Language enrolments occur, and the green line will get closer to the red line. By the end of the year, the consumed EFTS should
match the end-of-year target of 2500 EFTS. Note also that these numbers exclude Telford.
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Employment Outcomes
The chart below shows the proportion of Lincoln University graduates in employment 1-9 years after graduation, scaled against the
proportions of all New Zealand tertiary providers. It can be observed that Lincoln University graduates at all levels (apart from level 7)
achieve superior employment outcomes.
5
*Source:
The Ministry of Education and the Tertiary Education Commission from the Integrated Data Infrastructure managed by Statistics New Zealand.
The results generally show what graduates did between 1 April 2010 and 31 March 2014 (the 2011, 2012, 2013 and 2014 tax years)
April 2017 | Stakeholder Briefing Document
Lincoln University’s Improving Financial Outlook
Lincoln University has struggled with its financial performance over the six years to end FY 2015. In February 2016 the University
Council appointed a new Vice-Chancellor, Professor Robin Pollard, tasked with addressing this situation.
The Vice-Chancellor initiated an agenda named Refreshing Lincoln to strengthen the University’s financial state. A “Fitness
Programme” commenced in August 2016, and made a marked improvement to the financial performance of the University.
Progress achieved to date
The following table demonstrates the improvements achieved in 2016, and planned for 2017
Lincoln University financial outcomes
Surplus
(operating) as %
of revenue
Surplus
(operating &
non-operating)
EBITDA
EBITDA as % of
revenue
Year
Status
Surplus
(operating)
2015
Audited
-$5.2m
-4.7%
-$8.6m
$1.3m
1.2%
2016
Awaiting
audit
$0.4m
0.3%
$0.4m
$5.5m
4.7%
2017
Budgeted
$1.3m
1.0%
$1.2m
$8.3m
note 1
6
note 2
6.6%
note 3
Notes
1. Includes depreciation and interest.
2. Excludes net insurance proceeds and transformation costs. Net insurance proceeds were $26.4m in 2015, $21.3m in 2016, and
a further amount is likely in 2017. Transformation costs were $5.9m in 2016, and are budgeted at $6m in 2017 (inc. Telford
transfer).
3. Earnings before interest, depreciation and amortisation.
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Cash Reserves
Progress has also been made in restoring the University’s cash reserves. The following chart shows cash balances at year end.
7
April 2017 | Stakeholder Briefing Document
University’s 2017 Budget
The 2017 Budget was developed in the context of the Refreshing Lincoln Programme Fitness Agenda, the aim of the Fitness Agenda
is to make changes to reach our financial targets and build the management capability and culture required for higher performance
deploying the “internal economy” budget approach.
The 2017 budget approved by the Council is based on a conservative and realistic growth outlook. No insurance receipts or Crown
contributions for the LUAgR Joint Facility Project have been included.
The 2017 budgeted EBITDA is $8.3M at 6.6% of revenue, showing progress towards the target of 9% ($10.8M). The primary drivers
for the improved EBITDA result in 2017 are year on year expenditure reductions, from both personnel and operating costs savings.
Personnel savings result from a number of completed change proposals aimed at increasing productivity and efficiency. Operating
cost savings are primarily focused on reducing non-value areas of spend.
In addition, budget risk in 2017 has been carefully considered, and adequate contingency has been established to help ensure that
financial targets are achieved.
Returning the University to “Low Risk” under the TEC’s Financial Monitoring Framework
Due to Lincoln University’s financial performance in 2015, LU remains categorised as ‘high risk’ under the TEC’s Financial Monitoring
Framework.
The University is targeting a return to ‘low risk’ status, working towards the following financial performance standards: > 3%
operating surplus to revenue, > 9% EBITDA to revenue, > 111% operating cash inflows to operating cash outflows, > 8% Liquidity.
The TEC and Lincoln University agreed in September 2015 to the appointment of an independent advisor to Council, Jeremy Morley.
His role has been to attend Council and Council committee meetings, advise the Council, and report to the TEC Chief Executive, the
Secretary of Education, and the Minister of Tertiary Education, Skills and Employment. In addition, the University supplies the Council
and Audit and Risk Management Committee papers to TEC and by the end of each month it provides financial reports to the TEC.
8
2017 Progress Update
The University has had an excellent start to the new year, with both EBITDA and Operating Surplus exceeding budget for the month
of January 2017. The Operating Surplus for January was $690K. The Cost saving initiatives that commenced in 2016 and the “Internal
Economy” budgeting structures are already demonstrating benefits, with early indicators pointing to a better than budget 2017
result.
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Fitness
programme
10
Overview
Work plan
The Fitness programme involves complementary workstreams, and is underpinned by an operational plan with
quantitative key performance indicators. Each work-stream
has clear targets and time-frames. The Fitness programme
is strengthening Lincoln University’s value proposition for
students and industry, rather than simply cutting costs
associated with the current value proposition.
The work plan for the fitness programme includes:
The Fitness programme seeks to:
• Shorten the time-frame for achieving ‘low risk’ status in
relation to the TEC’s Financial Management Framework.
The 10-year financial forecast prepared in April 2016
indicated achieving EBITDA >9% and Surplus >3% in 2022.
This can be brought forward to 2019.
• Provide capacity to invest directly in new pedagogical
approaches. The 2017 budget includes provision to support
adoption of new teaching technologies.
• Provide more operating ‘head room’ for variances and
contingencies. A more aggressive approach to cost savings
provide more capacity to absorb variances and abnormals,
without undermining the overall path back to ‘low risk’
status.
• Provide more capital ‘head-room’ to underpin key
initiatives (for example, Lincoln University AgResearch Joint
Facility). Previous financial modelling for the Joint Facility
Project indicated that the year-end cash position would fall
to around $4-6 million from 2018-2020, leaving little ‘headroom’ for variances and contingencies in the University’s
operations. The latest 10 year financial forecast maintains
the minimum $15 million cash headroom.
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• Re-establishing the Academic Board, including the role
of shared academic leadership through the ‘community
of scholars’ mindset. In this approach academic units
are responsible and accountable for their performance,
operating within University-wide frameworks and
performance requirements, but without substantial topdown micromanagement.
• Robust operational planning and improvement, including
new initiatives for education, research and leadership.
• Greatly improved financial management, through a direct
margin (‘internal economy’) model, whereby managers
have transparency of the revenue that they generate and
the direct costs that they incur. Margins are set as targets
(for the year ahead) and for performance evaluation (during
the year).
• A budget for 2017 that shortens the time-frame for
achieving ‘low risk’ status in relation to the TEC’s Financial
Management Framework, by bringing forward to 2019 the
achievement of EBITDA >9% and Surplus >3%. Included are
‘head room’ allowances for variances, contingencies and
capital to underpin key initiatives such as the LU AgR Joint
Facility. We are budgeting to ensure ‘fitness-for-growth’
rather than relying on growth to achieve fitness, including
incorporation in the 10-year financial plan.
• Reviews are well underway to review and manage costs
across the University, to optimise asset ownership and to
ensure high-performance controlled subsidiaries.
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Work-streams
Improving the Attractiveness of Academic Programmes
This review is ensuring that we continue to provide top quality
educational land-based programmes to both New Zealand and
international students by making evidence based decisions
regarding the ongoing viability of programmes and courses.
Priority is being given to optimising academic programmes.
This work includes not offering unpopular programmes and
courses.
Developing Blended Learning
Lincoln University’s implementation of a Blended Approach
is designed to transform the student learning experience and
assist in securing the economic viability of the institution. The
key focus in creating a modern Blended Approach environment
is student success.
In 2017 Lincoln University's programmes and courses are going
through a renewal process that sees academic staff partnering
with educational designers and technology specialists. These
key partnerships bring a new level of quality education to
our students, that is central to what it means to be a Lincoln
graduate.
This transformation sees our academic staff explore new
teaching approaches, greater use of technology and improved
usage of learning and teaching systems; all of which leads to
greater student engagement and deeper learning.
Application of a Blended Approach will vary from program to
program and throughout our courses offerings as “… no two
blended learning designs are identical.” (Garrison and Kanuka,
2004)”
Lincoln University’s Blended Approach:
• Drives the student learning experience
• Transforms our online learning management system
• Improves learning effectiveness
• Facilitates learning design to suit our current and future
students
• Opens up learning opportunities
• Grows our digital learning pedagogy
• Reduces the teaching workload
• Aligns with and help realise our marketing strategy of
steady growth in student numbers over the next decade.
Establishment of an 'Internal Economy'
Giving faculty and departments ownership of their costs and
revenues, allowing them to direct efforts and resources to
increase student numbers and research activities, ensuring a
more sustainable institution for the long term.
The 'internal economy' is based on the formula:
CM = (R - C) / R,
where R and C are revenue and costs respectively that are
directly attributable to the operating unit. Here C includes
all direct costs incurred by the unit plus charges for space
allocated to the unit. The contribution margin (CM) is set as a
target for the year ahead, and business unit managers then
determine how to achieve this target by managing costs and
revenue under their control.
A new suite of tools to support the internal economy process
has been developed and is being rolled out across the
university. These tools enable budget managers to react agilely
to market changes.
11
April 2017 | Stakeholder Briefing Document
Development of a feasible 10-year model
Administrative staffing and systems
This model is being used to support strategic decision-making
for operating and capital requirements by being able to
demonstrate the financial impact across the medium term.
This increases stakeholder confidence in Lincoln University’s
financial management and the understanding of financial
impacts across the university.
This is a new work stream of the fitness phase, which will:
The 10-year financial forecast model takes into account
changes (from 2017) in student volume (and associated
revenue) and costs for FY2017 and out-years. The robustness
of the model has been improved, so that it can be used more
effectively as a strategic management tool. This is important
as Lincoln University moves towards financial sustainability
and other transformation projects (including the LU AgR Joint
Facility) come on-line.
Optimisation of University Assets
A review of Lincoln University’s subsidiaries, assets, farm
portfolio and joint ventures will allow Lincoln University to
make evidence-based commercial and strategic decisions
about the ongoing viability of these arrangements.
12
Lincoln University’s balance sheet includes assets that may
not be critical for its core business and could be optimised to
contribute more to EBITDA and/or provide funding for highpriority capital initiatives.
Since June, the University has reviewed its entities and assets:
• Farms – demonstration, commercial and research farms
• Land – property JV with Ngāi Tahu
• Subsidiaries – Lincoln Agritech Limited, Agri One Limited
and Lincoln Hospitality Limited.
(i) Review each administrative unit's service level
statement and staffing levels, and apply benchmarking
from an authoritative external source to determine if our
units are appropriately allocated to activities as per their
service level statement.
(ii) Document administrative support systems, including
their connectivity, and compare them against sector best
practice.
AQA audit follow-up
This is a new work-stream of the fitness phase.
Follow up to Lincoln University’s AQA report is underway
and this work-stream will ensure a timely and appropriate
response to the recommendations, with documentary
evidence of the changes made and will identify further
opportunities for improvement.
Change Management
As the university moves towards different operating and
teaching models, changes which impact how staff work are
well planned, communicated, managed, and with minimal
negative disruption to operations or academic delivery.
The Fitness programme involves significant change for Lincoln
University, based on a new operating model and financial
sustainability strategy. Further to the ambitious suite of
specific initiatives, there is a need to build organisational
capability. Priority has been given to formalising a change
management strategy and putting in place requisite
management structure, system and processes.
Stage One provided a status summary for each asset and
Stage Two identified assets for performance improvement,
divestment and reinvestment. In the case of potential
divestment, more detailed evaluation will be carried out to
inform decisions. The 10-year financial model is predicated on
achieving asset realisations or alternative savings of $18.5m by
December 2018.
Telford Campus Transfer
The best prospects for sub-degree agricultural training lie in
areas outside Lincoln’s core competencies, through a subdegree provider with capacity to deliver a high-quality blend of
online content mixed with real-time student interactions and
some on-campus activities. The University has reached a nonbinding agreement with Taratahi Agricultural Training Centre.
Due diligence continues as options are explored.
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April 2017 | Stakeholder Briefing Document
Transformation
programme
14
Overview
The work agenda
The objective of the Transformation Programme is to
strengthen Lincoln University so that it can achieve the vision
determined by the Council to the fullest extent possible.
The objective sought is to ensure a strong and sustainable
organisation fulfilling its core strategy as a specialist, landbased institution.
As a first step, the Board will assess the University’s current
state and strategic direction to determine if it remains fit for
purpose, especially in relation to the value proposition for its
stakeholders. The Council is seeking advice from the Board
on strategies to better articulate and achieve the vision, being
informed by the EY report and the University’s response to it.
The Transformation Board
1.
Situational scan – assessing and documenting features
of Lincoln University’s recent history, current status
(infrastructure, finances, capabilities and risks) and
performance.
2.
Reassess and articulate the vision for Lincoln University
and validate with Council – this will be a collaborative
activity involving Council, senior management, and the
Board.
3.
Needs analysis – identifying and assessing strategic
needs and gaps for achievement of the vision.
4.
Market sounding – engaging widely on how Lincoln
University may be able to access capabilities and
resources that address the identified needs and gaps.
5.
Identifying options – assess the outcome of the
engagement process and develop a range of options and
a recommended path forward for consideration by the
Council.
The Transformation Board is the advisory group for the
Transformation Programme work-stream and will make
recommendations to Council about feasible future options for
the institution and the strategic and operational structures
that might be needed to effect change. The Board will be
are supported by an International Panel, who will be called
upon for input throughout the programme. Meetings of
the Transformation Board will be chaired by Sir Maarten
Wevers, with facilitation of the work agenda provided by the
Programme Manager, David Lovatt, Deloitte.
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Timeline
15
April 2017 | Stakeholder Briefing Document
Transformation Board –
Membership
The Transformation programme is taking Lincoln University
into ‘new territory’ for a New Zealand university, so therefore
requires strategic and analytical rigour. The Transformation
Board have been appointed to ensure the Board has gravitas,
international experience and the ability to think laterally about
future options for Lincoln University. Engaging widely with
people and organisation with a stake in the future success of
Lincoln University, providing feedback to guide the University
in this next phase of its development.
The appointment of the Transformation Board is complete,
the first meeting of the Chair and New Zealand members took
place in early March. The Transformation Board is supported by
an international panel of overseas experts in agricultural and
environmental education and research.
16
The Transformation Board has been appointed by the Lincoln
University Council as a ‘limited life task group’.
Transformation Board membership is:
Chair
Sir Maarten served as Chief Executive of the Department of
the Prime Minister and Cabinet from 2004 until 2012. He was
formerly Ambassador to Japan and High Commissioner to
Papua New Guinea. Sir Maarten’s current roles include Chair
of the EQC Board and a member of the Ministry of Primary
Industries Investment Advisory Panel for the Primary Growth
Partnership.
Maury Leyland
Chair
• Sir Maarten Wevers
Members
• Maury Leyland
• Miriana Stephens, Director Wakatū Incorporation
• Anake Goodall, Te Taumutu Rūnanga
• Tim Fowler, TEC CEO
• Nigel Gould, TEC Board
• Professor Robin Pollard, Lincoln University Vice-Chancellor
• Steve Smith, Lincoln University Council
International Panel
• Professor Gai Murphy, GM Education Consultancy Ltd., UK
• Robert Cochrane, Pt Unico Nusantara, Jakarta
• Dr Aalt Dijkhuizen, Aalt Dijkhuizen BV former President and
Chairman of Wageningen University
Ex-Officio
• David Lovatt, Programme Manager, Deloitte
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Maury is currently chair of The Education Hub, a non-profit
organisation focused on bridging the gap between research
and practice in school level education. She is also on the board
of Genesis Energy and on the steering committee of Te Hono
Movement, a major primary sector leadership initiative.
Having worked at Fonterra from 2005 until 2016, most
recently as a member of the executive team in the role of
Managing Director for People, Culture and Strategy, Maury held
leadership roles in risk and crisis management, supply chain
management and listing of the Fonterra Shareholders’ Fund.
Maury has been a Director of Spark and Transpower. Maury is
a Fellow of the Institution of Professional Engineers of New
Zealand and a Chartered Member of the Institute of Directors.
Earlier in her career, Maury worked as a consultant with The
Boston Consulting Group where she provided strategic and
operational advice across many industries. She was with Team
New Zealand as a member of the design team during the
successful 1995 campaign. She has a Bachelor of Engineering
degree from the University of Auckland.
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Miriana Stephens,
Steve Smith,
Director Innovation Wakatū Incorporation, Ngāti Rarua, Ngai
Council Member, Lincoln University
Te Rangi, Ngāti Ranginui
Miriana was awarded the 2016 Aotearoa NZ Māori Woman
Business Leader award in recognition of outstanding success
and excellence in business. Her qualifications include a
Bachelor of Arts (NZ History) and a Law Degree. Miriana is
currently a director of Aotahi, a Māori-owned and managed
business specialising in the development and management of
educational programmes in the areas of small business and
money management for communities throughout Aotearoa.
Miriana is also a director for Wakatū Incorporation (Wakatū),
its subsidiaries and various committees. She is currently
coordinating the innovation and research & development
programme across the group of Wakatū with the mission
to create high value science food and beverage applications
to address nutrition, health and wellness challenges for
consumers which is aligned with Te Pae Tāwhiti, the 500 year
intergenerational plan of Wakatū. Miriana is also a trustee on
Te Āwhina Marae in Motueka and has recently taken the role as
vice chair for the Psychotherapists Board of Aotearoa NZ.
Anake Goodall,
Te Taumutu Rūnanga
Anake has diverse management and governance experience
including being a union delegate in the meat industry, a
founding board member of the Makarewa Credit Union, a
nurseryman and farm forester, and various executive roles
in community-based organisations. Most recently, he served
as Chief Executive Officer of Te Rūnanga o Ngāi Tahu, and
before that was responsible for managing all aspects of Ngāi
Tahu’s Treaty settlement process. Anake is an immediate
past member of the Te Waihora Co-Governance Group and
the Canterbury Earthquake Recovery Authority Review Panel,
and is an Adjunct Professor at the University of Canterbury.
Anake is Chair of the Ākina Foundation, the Manawapōpore
Trust and the Hillary Institute of International Leadership, a
Trustee of The Gift Trust and is a New Zealand Harkness Fellow.
Anake is also a Harvard graduate with a Master’s in Public
Administration from the Kennedy School of Government, has
a MBA from UC, is a Meridian director and has been on several
CRI review panels for MBIE. He is also a former LU lecturer.
Anake's nomination was put forward by Te Taumutu Rūnanga
(as mana whenua) and supported by Te Rūnanga o Ngāi Tahu.
Steve is a Lincoln University alumnus and best known as
the co-founder and former Managing Director of Craggy
Range Vineyards Limited. He has moved to an advisory and
governance role at Craggy Range and developed his wider
interests in the global wine business and in an innovative landbased solutions business, LandBaseNZ.
Professor Robin Pollard,
Vice-Chancellor and Council Member, Lincoln University
17
Robin commenced as Vice-Chancellor on 29 Feb 2016. He was
previously the Group VP and Deputy Vice-Chancellor at the
University of Central Lancashire (2014-2016) where he was
responsible for international, corporate strategy and research,
and managed campus aspirations in Cyprus, Mauritius, HebeiChina, and Thailand. He has extensive international experience,
including the roles of: Academic Vice-President, Monash
University, Melbourne (2013-2014), Chief Executive, Monash
University Sunway campus, Malaysia (2007-2012), and Deputy
Vice-Chancellor, University of New England, NSW (2004-2007).
Robin was Christchurch born and trained at the University of
Canterbury as a condensed matter physicist. He held research
positions at the University of Liverpool UK, University of
Manitoba Canada and at the University of California San Diego
as physicist and research chemist. He has also held academic
positions in marketing and information technology.
Tim Fowler,
Chief Executive, TEC
Tim has been Chief Executive of the Tertiary Education
Commission since April 2013. He was previously Deputy Chief
Executive, Quality Assurance at the New Zealand Qualifications
Authority. Tim has held leadership positions in Australia and
New Zealand in both the private and university sectors, after
starting his career in the Department of Prime Minister and
Cabinet.
April 2017 | Stakeholder Briefing Document
18
Nigel Gould,
Robert Cochrane,
TEC Board
Pt Unico Nusantara, Jakarta
Nigel has been a Commissioner on The Tertiary Education
Commission Board since May 2013 and is Chair of the Civil
Aviation Authority of NZ, the Young Enterprise Trust and
Destination Marlborough, Nigel is also a director of other
companies. Nigel served on the Massey University Council
for 10 years, including six years as Chancellor. In 1980, he
was elected to the Wellington Harbour Board and became
Chair. He continued this involvement with port governance as
Chair of Centreport until 2008. He is a past President of the
Wellington Regional and New Zealand Chambers of Commerce.
Over the past 30 years, Nigel has established companies in
the information technology, primary and exporting sectors,
and has recently taken an active interest in tourism. Nigel
is a chartered accountant, with a career in management
positions and is a Fellow of the New Zealand Institute of
Chartered Accountants and the Institute of Directors. In 2010,
he was made an Officer of the New Zealand Order of Merit
and awarded an honorary doctorate of commerce by Massey
University.
Formerly Pro Vice-Chancellor Singapore / CEO University of
Newcastle Singapore for 5 years, Robert is now CEO of South
Bank College, Australia, and pursing expansion of the quality
degree programmes offered by that institution. Prior to that
he was a consultant based in Jakarta currently advising a
major private RTO / Educational Investment Group on how to
register a new College as a higher education provider, including
preparation of policies and procedures and curriculum for the
registration process. Robert is a certified practicing accountant
(CPA) with experience in Audit and Tax issues. He has
undertaken feasibility studies and strategic & risk analyses for
educational providers and has expert knowledge of software
systems and their implementation in Higher Education
organisations.
Dr Aalt Dijkhuizen,
Aalt Dijkhuizen BV
International Panel
Professor Gai Murphy,
GM Education Consultancy Ltd., UK
Professor Gai Murphy was born and raised in N. Ireland. She
holds a BSc(Hons) Zoology from Queens University Belfast
and a PhD and PGCE from Manchester University. She has over
25 years' experience of working in Higher Education and has
held a number of senior roles (including Pro Vice Chancellor
(Student Experience) and PVC (Learning and Teaching)). Her
research interests include the control of vector species in
urban settings, pulling together multi-disciplinary teams to
provide solutions to chronic pest management problems. Gai
is a UK Quality Assurance Agency Reviewer and in addition
to work in the UK was selected to be part of a team to review
UK transnational education in the Caribbean. She recently
undertook a scoping visit for a private provider in Kuwait as
part of the QAA's International Quality Review process. She has
a detailed knowledge and understanding of governance issues
and has been appointed to Governing Bodies in higher, tertiary
and secondary education institutions. Gai was selected to be a
member of the UK Higher Education Academy's PVC working
groups for the Teaching Excellence Framework, Learning Gain
and External Examining.
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Until mid-2014, Aalt was the President and Chairman of
Wageningen University in the Netherlands, the number one
ranked university in Agriculture globally. He is an industry
leader with extensive international experience. In 2014
he became President of the Dutch Topsector Agri&food, a
collaboration and innovation network between government,
private industry and universities/research institutes. More
recently, he established the Holland Centre in Shanghai to
support Dutch Agri&Food companies doing business in China.
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April 2017 | Stakeholder Briefing Document
Lincoln University’s Long
Term Financial Plan
The University’s long term financial plan models the financial
impact of strategic decision making for operating and capital
requirements over the next ten years. It is incorporated within
the University’s case for the LUAgR Joint Facility.
Long Term Financial Forecast Profile
The key financial indicators for the period 2015-2024 are:
• Total revenue grows from $121M in 2016 to $143M in 2024,
an increase of 18% over the 8 years and on average 2.2%
per year.
• EBITDA to total revenue achieves the 9% minimum from
2019, achieving 11.9% in 2024.
20
• The current forecast shows net operating surplus of $1.3M
in 2017, at 1% of total revenue, increasing to $5.5M in 2024
at 3.8% of total revenue. LUAgR Joint Facility depreciation
($4.7M) has a significant adverse impact during 2020 to
2023.
• Operating cashflow is positive, increasing steadily from
$5.4M (105%) in 2017 to $18.7M in 2024 (115%).
• Cash balances reduce from $42M at end 2016, to the low
point of $18.1M in 2017 and to $19.1M in 2019, and then
increasing thereafter. There are no additional insurance
receipts in these forecast balances, although Crown
funding of $60M is included in 2018 and $40M is included
in 2019 for the LUAgR Joint Facility capital project.
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April 2017 | Stakeholder Briefing Document
22
Lincoln Hub
Background
The Lincoln Hub is being advanced by Lincoln University, in
partnership with the three Crown Research Institutes with
existing campuses in Lincoln (AgResearch, Landcare Research
and Plant and Food Research), plus DairyNZ. The vision is of
a multi institutional, interdisciplinary collaborative capability
in land-based learning, research, education and technology
transfer tasked with contributing to New Zealand achieving the
goal of doubling the value of primary sector exports by 2025
and with improved environmental outcomes.
The Lincoln Hub is:
• Additive – over and above current founding shareholder
collaborations business as usual
• A gateway for industry to engage the best multi
discipline team to solve their business problems through
development of new (or adaptation to existing) sustainable
products/services
• Collaborations and co-location of industry, learning,
research and teaching creating a magnet for land-based
talent
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• A provider of wider regional benefits, but also connected
and contributing to a world-wide network of land-based
knowledge and commercial outcomes
• A pathway for industry to influence the science
programmes of the CRIs/University, input into landbased qualifications and increased capability within the
sector – providing the opportunity for unique educational
opportunities
He Puna Karikari
The name, Lincoln Hub He Puna Karikari derives from a
Waitaha and Ngāi Tahu oral tradition about an ancestor
Rākaihautū. Translated literally he puna karikari means a
rippling spring.
‘Hub Co’ – He Puna Karikari – has been established to oversee
implementation of the Lincoln Hub Programme, including
lead for some key projects. The Chair is Sue Suckling and the
Board includes three members appointed by Hub Partners and
independents.
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A new joint facility for Lincoln University
and AgResearch
Lincoln University and AgResearch are planning a jointlyowned facility, to be constructed on the Lincoln University
campus. The project requires capital investment of $206
million for a 27,000m2 facility, and is due for completion in
2019.
This new facility will play a key role enabling the Lincoln Hub
to function effectively. In particular, it will create a strong and
active locus for Lincoln Hub activity, and catalyse development
of a multi-disciplinary and multi-organisational operating
model.
Background
The current plan for the Lincoln University-AgResearch Joint
Facility is the culmination of events, decisions and milestones
over the last 6-7 years:
After the 2010-11 Canterbury earthquakes caused extensive
damage to Lincoln University’s science facilities, the immediate
need is for research and teaching facilities so Lincoln University
can continue contributing effectively to New Zealand’s
economy and environment, attracting students, and attracting
and retaining competent staff. Current facilities are no longer
fit-for-purpose for meeting innovation and capability needs of
New Zealand’s land-based sector.
These building needs were set out in an earlier business case –
Science Facilities Redevelopment (2014). Cabinet agreed to:
• In-principle capital funding of up to $100m (depending on
final settlement of the University’s earthquake insurance
claim) for construction of replacement science facilities.
AgResearch, as part of its strategic intent to deliver highquality and high-impact research in a cost-effective and
efficient way, is catalysing innovation hubs at two locations
– Lincoln (for sustainable production research) and Massey (for
food research). Its urgent need at Lincoln is new research and
corporate facilities so staff can increase research relevance and
quality through collaboration and the organisation can improve
infrastructure quality and utlisation.
These building needs were set out in an earlier business case
– Future Footprint (2012, and update 2015). Ministers agreed to
endorse AgResearch’s:
• Preferred option of co-locating staff on two large
campuses, including one at Lincoln;
• $80m investment in science and related infrastucture at
Lincoln.
The Government, in its response to the building needs of
Lincoln University and AgResearch, expressed a strong
preference for these organisations to invest jointly in a new,
collaborative facility capable of enabling an innovation precinct
at Lincoln.
Year(s)
Event/Milestone/Decision
2010-11
Canterbury earthquakes
Lincoln University sustained major damage to science facilities (esp. Hilgendorf and Burns buildings).
2012
AgResearch developed Future Footprint strategy, proposing ‘hubs’ at Lincoln and Massey.
20132015
Lincoln Hub partners developed Lincoln Hub Masterplan, setting out approach for an innovation precinct.
2014
Lincoln University submitted Science Facilities Redevelopment Project business case
Cabinet agreed to support Lincoln University’s preferred option of replacing damaged buildings with modern facilities
(jointly with AgResearch), and to provide capital funding of up to $100m (subject to ‘risk-sharing’ of an insurance
settlement).
2015
Lincoln Hub partners submitted Lincoln Hub Programme business case
AgResearch submitted Future Footprint business case update
2016
Ministers supported the strategic direction of Lincoln Hub Programme
Lincoln Hub partners formally established Lincoln Hub Ltd (He Puna Karikari) Company (Lincoln Hub Ltd) was registered
with a Board chaired by Sue Suckling. Work programme was refined and initial projects to attract international business
to the Lincoln Hub advanced.
Ministers conditionally approved Future Footprint business case (incuding $80m investment at Lincoln), subject to
Cabinet’s approval of the Project business case for the Lincoln University - AgResearch Joint Facility
Lincoln University & AgResearch agreed $206m budget for the joint facility, with Lincoln University funding $126m
(subject to Government contribution of up to $100m) and AgResearch funding $80m, and project time-frame for
completion of buildings by December 2019.
Lincoln University & AgResearch submitted Project business case to Minister. Independent Quality Assurance (IQA)
highlighted need for further information. Lincoln Univeristy and AgResearch agreed response with Minister, including
several additional reports and culminating in revised business case (submitted in January 2017).
2017
Lincoln University & AgResearch continued planning and design for the new facility, to keep project on-track for
completion by December 2019.
Lincoln University is undertaking a ‘Transformation Programme’ (and has established a Transformation Board to assist
with this) to advise Council on options for the University to realise its vision.
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April 2017 | Stakeholder Briefing Document
The strategy for joint investment
Capital funding
To deliver these objectives, the design of the joint facility will
go beyond a traditional approach of individual organisation(s)
owning specific buildings, to a new operating model (or way
of working) where staff and students are flexibly organised in
multi-institutional, multi-disciplinary teams, which can evolve
as the need requires.
Lincoln University and AgResearch have agreed to invest
together $206m for establishing the joint facility. Lincoln
University will invest $126m (62%) and AgResearch will invest
$80m (38%).
Lincoln University and AgResearch have submitted a Detailed
Business Case to Ministers that:
• Sets out how their collaborative proposal integrates
investment objectives from earlier business cases,
including planning and design progress to-date;
• Seeks Government approval for plans and investment.
Planning for the new facility is aligned to investment objectives
distilled from earlier business cases:
• Greater return on R&D investment – as measured by longterm (>15 years) economic value created by the land-based
sector through collaborative R&D enabled by the new
facility;
• Globally competitive agri-tech industry – as measured by
the scale and speed of application, by agri-tech firms, of
technologies developed in the new facility;
24
• More graduates for the land-based sector – as measured by
employment of graduates (degree, PhD and post-doctoral)
trained in the new facility;
• Increased stakeholder confidence; and
• Maximise value-for-money – as measured by costefficiences in R&D and teaching in the new facility.
Lincoln University’s planned investment is contingent on
capital funding from the Government of up to $100m, approved
in-principle by the Government following the University’s
earlier Science Facilities Redevelopment business case
(2014). AgResearch’s planned investment is consistent with
commitments set out in its Future Footprint business case
(2015).
Lincoln University and AgResearch have agreed to form a
limited partnership to manage their joint investment, and
oversee delivery and subsequently manage the new facility.
Design options
Over the last two to three years, Lincoln University and
AgResearch have been developing and testing design options,
to give effect to their investment objectives and enable a new
way of multi-disciplinary and multi-institution collaboration.
By early 2016 and after evaluating a range of size and location
options, a preferred option was identified: accommodating
around 700 staff, located on the Lincoln University campus. In
addition to meeting the investment objectives, the preferred
option will enable a new operating model to underpin progress
towards the investment objectives, through a design that is
affordable and can be delivered in a timely way.
The preferred design was further developed during 2017,
through Concept Design and Preliminary Design. Staff have
actively contributed to the design process, providing validated
user needs to inform design options throughout.
To deliver these objectives, the design of the joint facility will
go beyond a traditional approach of individual organisation(s)
owning specific buildings, to a new operating model (or way
of working) where staff and students are flexibly organised in
multi-institutional, multi-disciplinary teams, which can evolve
as the need requires.
This new operating model involves substantial organisational
and cultural change. Adopting organisational structures for
multi-disciplinary and multi-institutional effectiveness has not
been attempted on this scale previously in the New Zealand
land-based sector.
The required, long-term change management has begun
through active user involvement in design of the new facility.
This change management will draw on strategic initiatives
in both Lincoln University (its ‘Refreshing Lincoln’) and
AgResearch (its ‘Future Footprint’ programme).
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April 2017 | Stakeholder Briefing Document
26
Responding to the
Government’s Business
Growth Agenda
Lincoln University is committed to responding to future
demand from the land-based sector for more skilled graduates
to improve productivity, environmental quality and food safety.
The Governments Business Growth Agenda (BGA) includes a
challenging goal of increasing the ratio of the value of exports:
GDP to 40% by 2025, effectively requiring the doubling of the
value of exports from the land-based sector. This goal is set
against an expected increase in global demand for food by
60% over the next decade. Furthermore, the land-based
sector has already indicated it needs more than 50,000
additional skilled workers and to increase skill levels for its
existing work-force.
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Student Recruitment
To enable the supply of these skilled workers to the landbased sector, Lincoln University is adapting its academic
portfolio through an integrated approach of improving
programme attractiveness and responding to market needs
and opportunities through:
Programme Design, Services delivery and
new ways of working
Improving Programme attractiveness, implementing
quantifiable measures and improving student experiences at
every stage will in turn increase student recruitment as the
augmented product on offer is superior to alternative choices.
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Supply
Demand
Improve Programme Attractiveness
Respond to Market Needs and Opportunities
Academics control the academic product:
• Have what prospective students want, consistent with Lincoln
University brand
• Do not rely on ever more intensive selling
• Academic faculties/departments motivated through the Internal
Economy and through revised appointment and promotion criteria
(e.g., Everyone is a leader concept)
• Review and enhance the attractiveness of programmes against
the 5As: Accepted, Accessible, Accredited, Affordable, Appropriate
Increased student demand because the augmented product
is superior to alternative choices
Land-based sector skilled labour demand
• MPI People Powered – 50,000 more graduates (in addition
to ‘replacement’), across production, processing and services
spectrum
• Need to engage land-based sector to clarify specific needs
and promote these to prospective students
What gets measured gets done
Students learning in new ways
• Technology, flexibility (time and location)
Measure, report and demonstrate • Lincoln University’s distinctive pedagogy (grounded,
• Superior student outcomes, including programme outcomes,
personalised) with excellent graduate outcomes
student satisfaction with courses, and student satisfaction with
• Learning integrated within Lincoln Hub operating model.
online content in courses
• An appropriate proportion of elective courses in each programme • Teaching informed by sector/industry-aligned research
• International students learning within southern
• New modes of engagement (e.g., blended learning initiative)
hemisphere’s largest multi-institutional, inter-disciplinary
Student experiences
teams of land-based researchers/academics
Improve student experiences at every stage
• Considering – Applying – Enrolling - Studying & living Approaching graduation - Getting a job - Life-long learning
• Implement Service Level Statements for all administrative units
Lincoln University intends to work in new ways with its Lincoln
Hub partners as it adapts its academic portfolio. In particular,
the Lincoln Hub will be leveraged by:
• Embracing the single concept of “Learning” as
encompassing teaching, research training and research
rather than as separate activities;
• Encouraging hub partners, and others, to participate in
Learning (as defined above) through Lincoln University,
particularly by building postgraduate enrolments;
• Engaging the best experts available in all elements of
learning;
• Maximising multidisciplinary & multi-institutional
opportunities via a matrix of initiatives and disciplines that
is flexible and open to others’ participation.
Strategic Financial Management
Adaptation of the academic portfolio is being incentivised and
enabled through strategic financial management:
• Internal Economy: strategic budgeting tool to motivate and
monitor faculties/departments. Specifically, they see the
revenue/direct costs that they earn/incur, and are allocated
a contribution margin which is monitored. Implemented
for faculty level, next step is implementation to the level of
departments and programmes.
• Student Growth Forecast = ‘revenue baseline’ for financial
forecasting, for establishing sustainability of university
operations and affordability of major capital investments.
Readiness and Responsiveness
Lincoln University is building readiness and responsiveness to
future demand:
• A superior choice for students: A high emphasis is placed
on improving the augmented product of choosing Lincoln
University
• Alignment to Lincoln Hub Goals (incl. Government’s
Business Growth Agenda) – Adaptive approach to
programme design and delivery will enable timely and
effective response to demand for graduates (volume and
area(s) of focus)
• Market intelligence – Feedback from recruitment activity
and sector engagement, linked to demographic forecasts
(Ministry of Education), will inform recruitment targets and
programmes
• Capacity for growth – University actively sustains capacity
to respond to market demand, through timely recruitment
of staff and flexible employment arrangements (consistent
with strategic financial management processes)
• Matrix organisational structure – permits flexibility to
expand and contract courses and staffing per each multiinstitutional, inter-disciplinary teams whilst retaining
discipline integrity.
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April 2017 | Stakeholder Briefing Document
Lincoln-Telford
Division
28
On 20 August 2010 the TEC released a consultation document
in the form of a business case supporting the merger of Telford
Rural Polytechnic (as it then was) and Lincoln University.
The primary aim of the proposed merger was “to create
one institution with a strong base to support education,
research and knowledge transfers across the land-based
sector” (statement from the Minister for Tertiary Education, 18
November 2010).
Following Cabinet approval and the Governor-General’s formal
endorsement of the recommendation to disestablish Telford
Rural Polytechnic and incorporate it into Lincoln University,
the two teaching institutions were merged, effective from 1
January 2011. With this merger Lincoln University took over
Telford Rural Polytechnic’s portfolio of on-campus programmes
(including the Certificate in Apiculture currently offered in
Northland), distance delivery (correspondence) programmes,
and programmes offered in partnership with other training
providers.
At the time of merger, Telford Rural Polytechnic’s portfolio of
programmes, apart from the Telford Diploma in Rural Business
(Level 5), consisted solely of qualifications at Levels 1-4 on
the National (New Zealand) Qualifications Framework. This
Diploma was replaced by the Lincoln Diploma in Agriculture
which has been delivered at the Telford campus for the last
three years. In 2014 the then Telford Certificate for Rural Animal
Technicians (Level 4) was redeveloped as the Diploma for Rural
Veterinary Technicians (Level 5), and in this approved form has
been delivered at the Telford campus in 2015 and 2016.
In terms of equivalent full-time students (EFTS), over the sixyear period 2011-2016 the Lincoln-Telford Division has shown
a general decline in numbers from 908.06 in 2011 to 524.52 in
2015. For in 2016 there has been a slight rise to 562.51 EFTS. We
anticipate some 250 EFTS in 2017.
undertake a review of the Lincoln-Telford Division. First, an
EY report concluded that the programmes offered at and
from the Telford campus were not a good fit with Lincoln
University’s ethos and strategic direction. Second, the results
of a TEC-instigated investigation required the University to
return $1.5 million to the TEC, due to under-delivery of hours
in programmes offered in collaboration with three of the
Lincoln-Telford Division’s delivery partners. And lastly, the
TEC’s announcement of a contestable fund for all Level 3 and
4 agriculture, horticulture and viticulture provision was likely
to result in a significantly reduced level of funding required to
support Lincoln-Telford operations and in particular distance
delivery and partnership arrangements where training was
provided for students who were already in employment.
This review of the Lincoln-Telford Division led to a Change
Proposal for the campus as part of the university-wide
measures around financial sustainability, and where current
or projected student numbers led, or contributed (or were
likely to contribute or lead), to further financial uncertainty.
The final decisions of the Change Proposal were announced
on 16 December, resulting in further job losses and the
discontinuation of the two Certificates in Equine
(Levels 3 and 4).
Concurrent discussions were conducted with Southern Institute
of Technology (SIT) and Taratahi Agricultural Training Centre –
assisted by the TEC – about the possibility of operating on the
Telford campus in 2017 and beyond. In January 2017 Lincoln
University signed a non-binding agreement with Taratahi
Agricultural Training Centre. Due Dilligence continues as the
University explores options.
Together with this pattern of declining EFTS, in 2016 the
convergence of three major factors led the University to
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April 2017 | Stakeholder Briefing Document
30
Status of earthquake damage
and insurance claims
Background
Insurance proceeds
The September 2010 Canterbury earthquake caused damage
to most of the University’s buildings. Several major buildings
were badly damaged, including the Hilgendorf suite of
buildings, Union, Burns, Memorial Hall and part of the west
wing of Ivey Hall. Consequently, a decision was taken to
close certain buildings, with significant temporary buildings
constructed and opened in 2013 and renovations undertaken
to other buildings. In 2015, the Hilgendorf suite of buildings
was demolished because it was assessed as being ‘destroyed’
following reports by our engineers
To date, the University has received $65M in insurance
proceeds. After deducting the money the University has spent
so far on earthquake costs, including assessments and experts,
and an anticipated spend of about $500k on earthquakerelated expenses, the University is left with $42.5M invested.
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The reconciliation of the insurance proceeds follows:
Settled claims
Amounts paid
Package 1: 140 assets package
$11,539,395
(net of deductible)
Package 2: 96 assets package
$25,000,000
(net of deductible)
$36,539,395
Other Payments
Payments for specific costs e.g. emergency repairs, consultancy costs for
assessment, etc.
Dining Hall
Contract works premiums to date
February event material damage claim
$ 3,870,508
$ 1,562,051
$ 561,051
$ 70,441
$ 6,064,051
Business Interruption:
Dining Hall
$ 345,641
September event (part paid)
$ 914,321
February event (part paid)
$ 553,984
$ 1,813,946
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Further indemnity payments
$21,431,125
Indemnity adjustment
-$ 52,474
Total paid to date
(less deductible )
Total settlement/paid to date
$65,796,043
$ 732,728
$65,063,315
The substantial claim still to be settled concerns 12 buildings (including Hilgendorf suite of buildings, Union and Burns), historical paid
expenses and the remaining component of business interruption insurance. The University has filed a statement of claim in the high
court on 4th February 2017.
An EQC claim of approximately $2.5m for houses owned by the University is expected to be settled soon, with the payment to be
received this year.
April 2017 | Stakeholder Briefing Document
Next six months
Lincoln University-AgResearch Joint Facility
31 January
Final Detailed Business Case submitted to Hon Goldsmith
15 April
Responses to IQA recommendations due from Governance Oversight Group (GOG)
12 May
Desktop review to develop a strawman operating model
By 30 June
Government to decide re approval of currently approved-in-principle capital funding of up to $100m for
Lincoln University
1 July to 31 August
Implementation business case for the Lincoln University-AgResearch Joint Facility to be submitted
7 July
Develop value propositions, experience maps and change plans for operating model
Transformation programme
31 January Due diligence of Lincoln University’s current situation completed
32
30 April
Situational Scan to be completed
30 April
Stakeholder market scan
12 May
Data analysis and industry insights complete
1 May to 31 August
International panel visits (three)
30 SeptemberStrategic needs analysis to be completed
30 SeptemberEngagement strategy to be completed
1 – 30 September
Assessment commenced for options identified by potential partners
1 October Business case consideration of preferred option(s)
Fitness programme
5 April
Blending learning successful applicants identified and work commences
30 April
AQA Audit follow-up – working groups commence
30 April
Asset optimisation completion report of independent property joint venture
MayAny academic programme changes requiring approval from the Committee on University Academic
Programmes (CUAP) to be submitted.
July
CUAP round to consider outcomes of Academic Programme review
November CUAP round to consider outcomes of Academic Programme review
Insurance claims
4 FebruaryUniversity submitted a statement of claim to court.
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April 2017 | Stakeholder Briefing Document
Lincoln University Council
34
The Council was re-constituted with 12 members in December
2015. The current members are listed below, with the year in
which their current term ends noted in brackets.
Tony Hall will serve as Chancellor, until the end of May. After
nearly 13 years on Council, he will then retire from Council. The
Council has elected Steve Smith as his successor as Chancellor
from the start of June.
Four persons appointed by the Minister for Tertiary
Education, Skills and Employment
One member appointed after nominated by Te Rūnanga o
Ngāi Tahu
• Bruce Gemmell, BBS (Massey), CA (2019)
• Puamiria Parata-Goodall, BA (Cant), B Māori Performing
Arts (Te Awanuiarangi) (2019)
• Sir Graeme T Harrison, KNZM, BA, MA (Hons), (Cant), DCom
(Linc) (2019)
Three members appointed by the Council
• Andrew Macfarlane, BAgrSc (Linc), MNZIPIM (2018)
• Anthony (Tony) J. Hall (Chancellor), MNZM (2017)
• Vacant
• Linda Tame, (Pro-Chancellor), QSM, BEc (ANU), DipTchg
(2019)
Vice-Chancellor
• Professor Robin Pollard BSc (Hons) (Cantuar), MBA
• Steve Smith, Advanced Dip. Field Tech. (Distinction), MW
(Inst. of Wine, London) (2020)
(Monash), PhD (Cantuar)
One member elected by the Academic Staff
• Professor Brian Jordan, BSc (Hons), PhD (Newcastle, UK),
MNZIFST, MRSNZ (2019)
One member elected by the General Staff
• Vacant
One student
• Danyon Thomas (2017) www.facebook.com/lincolnuninz
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Profiles of Council
members
Tony Hall
(Chancellor)
and the establishment of the Education Council of Aotearoa
New Zealand. Linda is an Education Consultant and General
Manager of the Greater Christchurch Schools Network Trust,
working to promote and support e-learning in Primary and
Secondary Schools in Greater Christchurch, and a Director of
the Network for Learning Ltd (N4L). Linda was awarded the
Queen’s Service Medal in 2014 for services to education.
Professor Robin Pollard
(Vice-Chancellor)
Tony has been a Member of the Lincoln University Council since
2004. He became Pro-Chancellor in 2011 and Chancellor in
2016. He is to stand down as Chancellor in May 2017 and retire
from Council. He also serves as a Ministerial appointee on the
University of Canterbury Council. Tony is based in Canterbury
and has an extensive background in business, economic
development, education and sport. Tony is the Governing
Director of the Community Colleges New Zealand Council
and was appointed to the New Zealand Olympic Committee
board in 2012. His former roles include being a Commissioner
on the Tertiary Education Commission Board and a member
of the New Zealand Qualifications Authority Board. Tony was
awarded the New Zealand Order of Merit in 2007 for services to
the community.
Linda Tame
(Pro-Chancellor)
35
Robin commenced as Vice-Chancellor on 29 Feb 2016. He was
previously the Group VP and Deputy Vice-Chancellor at the
University of Central Lancashire (2014-2016) where is was
responsible for international, corporate strategy and research,
and managed campus aspirations in Cyprus, Mauritius, HebeiChina, and Thailand. He has extensive international experience,
including the roles of: Academic Vice-President, Monash
University, Melbourne (2013-2014), Chief Executive, Monash
University Sunway campus, Malaysia (2007-2012), and Deputy
Vice-Chancellor, University of New England, NSW (2004-2007).
Robin was Christchurch born and trained at the University of
Canterbury as a condensed matter physicist. He held research
positions at the University of Liverpool UK, University of
Manitoba Canada and at the University of California San Diego
as physicist and research chemist. He has also held academic
positions in marketing and information technology.
Bruce Gemmell
(Ministerial appointee)
Linda has been a Member of the Lincoln University Council
since December 2009. She became Pro-Chancellor in April
2016. Linda Tame is an experienced Leader and Director in
Crown and Educational environment, and served as Principal of
Lincoln High School for 16 years, from 1997 to 2013. She served
on the Executive of the Secondary Principals’ Association of
New Zealand, and on the Educanz Transition Board overseeing
the disestablishment of the New Zealand Teachers Council
Bruce stepped down as the Managing Partner of Ernst
& Young’s Christchurch practice where he specialised in
providing strategic financial advice and is now involved in a
range of governance roles. He has wide industry expertise in
property / construction / heavy engineering, primary sector
and infrastructure, tourism and hospitality, technology
communications and entertainment and education. Bruce is a
member of the New Zealand Institute of Chartered Accounts.
April 2017 | Stakeholder Briefing Document
Sir Graeme Harrison
Puamiria Parata-Goodall
(Ministerial appointee)
The nominee of Te Rūnanga o Ngāi Tahu, Puamiria has a blend
of talents including event management, cultural expertise,
museum know-how and a passion for Māori performing
arts. She is a consultant for various projects, including the
University of Canterbury master plan and He Puna Karikari
Lincoln Hub master plan. She is a Board member of the Arts
Centre of Christchurch. As the Director of Te Pākura Ltd,
Puamiria managed the local operations for the 2015 Te Matatini
national kapa haka competition held in Christchurch plus the
Māori component of the opening of the Cricket World Cup 2015.
In addition she has been closely involved in the establishment
of Te Pā o Rākaihautū, a new special character school in
Christchurch.
Sir Graeme is Chairman of ANZCO Foods and has worked in
various roles associated with the New Zealand meat industry
since 1973. He joined the New Zealand Meat Producers Board
and became a Deputy Chief Executive, before founding what
is now ANZCO Foods, in 1984. After 20 years as Managing
Director, he became ANZCO’s Chairman in 2004. Outside
the ANZCO Group, Sir Graeme was a member of joint
industry missions to the Middle East and North Africa and
served on leading industry organisations. In addition, Sir
Graeme’s commitment to developing export opportunities
involves being an independent director of Westland Milk
Products, a board member of Sealord, and chairman of the
New Zealand International Business Forum. Sir Graeme was
awarded a knighthood for his services to, and achievements
within, the agribusiness sector.
Professor Brian Jordan
36
Brian is Professor of Plant Biotechnology at Lincoln University
and has over 30 years of experience in plant biochemistry and
molecular biology. He was a scientist at Horticulture Research
International, UK for 14 years and during that time carried out
research at the Carnegie Institute, Stanford University, North
Carolina State University, and CSIRO in Australia. Since moving
to New Zealand in 1994, Brian worked for Crop & Food Research
and Massey University, before joining Lincoln University in
2001. Brian is now focusing entirely on viticulture research.
Andrew Macfarlane
Steve was appointed in July 2016 as a member of the Lincoln
University Council. He is to succeed Tony Hall as Chancellor in
June 2017.
Steve is a Lincoln University alumnus and best known as the
co-founder and former Managing Director of Craggy Range
Vineyards Limited. In July 2015 he moved to an advisory
and governance role at Craggy Range. This has allowed him
to develop his wider interests in the global wine business
and develop an innovative land-based solutions business,
LandBaseNZ. In August 2015 he was awarded a prestigious
Prime Minister’s Business Scholarship to study corporate
entrepreneurship, innovation, design thinking and strategic
marketing at Stanford University in California.
Danyon Thomas
(Ministerial appointee)
Andrew is the Founding Director of Macfarlane Rural Business
Ltd in Ashburton and has been a practicing farm management
consultant since 1981. He is chairman of Deer Industry NZ
and Past President of the NZ Institute of Primary Industry
Management. He has a keen interest in building businesses
and investment portfolios. He is a director of ANZCO Foods Ltd,
AgResearch, and Ngāi Tahu Farming, and Chairman of Deer
Industry NZ.
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Steve Smith
twitter.com/lincolnuninz
Danyon was elected as the President of the Lincoln University
Students’ Association during 2016 and has been re-elected
unopposed for 2017. He has been elected onto the national
Student Job Search Board. Danyon is completing a Bachelor
of Environmental Management and Planning and spent a
semester at the University of California, Santa Cruz in 2015.
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