Strategy 2019 – 2024
O Tātou Mahere

Strategy 2019 – 2024

This strategy outlines six priority areas for NMIT that build on our extraordinary achievements. Each priority has goals that our implementation plans will focus on first up, with goals reviewed annually.

An extraordinary NMIT


NMIT Strategy


Our strategic goals


Standing out educationally

NMIT punches above its weight.

Internationally recognised, we are an educational standout in New Zealand’s tertiary education network; a NZQA Category 1 provider in the top 25% of Institutes of Technology and Polytechnics for course and qualification completion rates - a position we are proud of.

We help people progress from one level of qualification to the next, removing barriers that might be in their way. Learners do well here because the focus is on “achievement by all”. 

Knowing that perfection is a journey, we actively listen to make the NMIT experience better.

First up, we will… 

  1. Continually improve education outcomes for learners.
  2. Improve every aspect of learner experience.

Being extraordinary…

  • One of only seven NZQA Category 1 Institute of Technology and Polytechnics.
  • 95% of learners are satisfied with NMIT overall (2018).
  • 86% of students complete their courses, exceeding targets (2018).
  • 78% of Māori students complete their qualifications (2018), exceeding targets.
  • 88% of NMIT students get work (2017/2018).
  • The first ITP in New Zealand to configure and roll-out the ebs pastoral care module.


Exceptional vocational opportunities

Doors open for NMIT graduates.

With input from industry and a finger on the global pulse, our polished programmes teach what’s needed for people to do well in their chosen vocation. Employers want our learners for work placements because when they have finished their qualification, they are ready for work.

We are efficient and nimble, moving with the times to strengthen our programme areas, proudly wearing the label “provider of choice” for a number of sectors. 

In particular, with a high chance of getting a job after graduating, people seek out our industry backed specialisms, such as aquaculture, maritime, aviation engineering, conservation, viticulture and winemaking.

First up, we will…

  1. Ensure curricula meets needs of learners and industry.
  2. Think outside the box when designing curricula and its delivery methods.
  3. Identify opportunities for all learners to engage in ‘real work.’

Being extraordinary…

  • Relevant specialisms endorsed by New Zealand King Salmon, Air New Zealand, New Zealand Defence Force, New Zealand Winegrowers, Maritime New Zealand and the Department of Conservation.
  • Initiatives underway that build on our educational delivery in grapes and wine, aquaculture, aviation engineering, conservation and maritime.
  • Significant investment in highly advanced technology for learning, including the bridge simulator and engine simulator.
  • An increasing number of managed apprenticeships respond to in-work opportunities.
  • Significant international links such as with 11 institutes in China, and through the Study Abroad programme.


Motivated and clever teams

NMIT is an awesome place to work.

The best people choose to work at NMIT; leaders who are clever and motivated to look for opportunities and problem-solve; people who we invest in and whose successes are widely celebrated.

Our unique recruitment process involves people from across campus, including learners, helping to build a team of industry-savvy tutors who deliver informed programmes in a modern workplace.

We are inclusive and flexible, living our values of Manaakitanga and Pono.

First up, we will…

  1. Invest in Team NMIT from the day people start work.
  2. Activate Team NMIT.
  3. Enhance our modern and inclusive workplace.

Being extraordinary…

  • Only New Zealand Institute of Technology or Polytechnic to use ‘micro-teach’ for recruitment.
  • Proprietary Performance and Recognition Framework recognises achievement and drives continuous improvement.
  • An open door to the NMIT executive team.
  • Institute Leadership Team empowered to be solutions focused and implement change.
  • Wellbeing programme for Team NMIT embedded.


Active collaboration

NMIT is always an active team player.

Being in the know helps us remain relevant to what school leavers are looking for and what is needed in the workplace. Understanding our drive to prepare world and work ready graduates, others willingly work with us to improve our programmes and involve us in regional initiatives.

We collaborate with other technical institutes and polytechnics, teaching some of their programmes and sharing knowledge and resources. Likewise, we have strong relationships with NZQA and TEC, as we work together to make sure the best is available for learners.

First up, we will…

  1. Implement Te Ara Wai Strategy, and develop strategic partnerships with the eight Te Tau Ihu iwi and other Māori entities.
  2. Improve external stakeholder engagement and experience.

Being extraordinary…

  • Established the Mahitahi Colab with the Nelson Regional Development Agency and Nelson Tasman Chamber of Commerce.
  • Established the eCampus NZ with five other tertiary providers.
  • Co-founder of New Zealand’s only hub of excellence in grapes and winemaking.
  • Contributor to regional strategies, including the Te Tau Ihu 2077 Strategy.
  • Supporter of secondary school initiatives, such as the Ideas Festival, Youth Enterprise Scheme and the Top of the South Trades Academy.


Financial fitness

NMIT is a skilled financial manager.

Being financially fit is pivotal to our reputation, attractiveness as an employer, and our ability to invest in our people, infrastructure, campuses, and research and development.

The NMIT financial journey is transparent – from robust budget setting, to regular reviews and reforecasting throughout the year. With powerful data at their fingertips, our departments are accountable for making the right decisions, tracking their own finances and seeing how they fit into the bigger picture. 

We look to extend existing revenue streams and add new ones. One major piece of our work is the Capital Asset Management (CAM) Plan, which looks at how we can better use our land to invest in the future.

First up, we will…

  1. Use effective and timely data to inform decisions.
  2. Meet or beat approved budget.

Being extraordinary…

  • Unique to the sector, Performance Panels bring Team NMIT together to monitor performance, increase engagement and drive improvements.
  • Strategy to diversify international markets and increase international enrolments.
  • Capital Expenditure budget restricted to 90% of annual depreciation.
  • Transition from IT on-premise to the Cloud and BYOD.
  • Significant investment in the development of personalised Business Intelligence providing data that is used to inform decision making.


Gearing up for the future

NMIT is well-prepared for today, and tomorrow.

We understand who the future learner might be and what they might need. Therefore, we are well-equipped with modern technology, embracing digital tools that are flexible and useful for people’s work and lifestyles. 

The Capital Asset Management (CAM) Plan helps us better understand our physical space – how our real estate is used now and by who, and how our multipurpose facilities should be used in the future. It underpins our roadmap for campuses in Nelson and Marlborough, so we can deliver the best for our learners and for us, while effectively connecting us with the city and town.

First up, we will…

  1. Invest in new technology and innovations.
  2. Further develop and rollout the CAM Plan.
  3. Ensure Team NMIT understands its role in the delivery of our six strategic priorities.

Being extraordinary…

  • 20-year CAM Plan.
  • Establishment of departmental implementation plans improves
  • accountability.
  • Idea farming through the Innovation Fund.
  • An active Relationship Strategy.
  • New innovative programmes meet workplace demands, such as the Bachelor of Computer Generated Imagery and Diploma in Animation.


For more information about our strategy

Download Strategy 2019 - 2024 booklet [PDF, 3.5 MB]

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