Let Lincoln get on with the job

Lincoln University should be allowed to get on with reforming itself, writes its vice-chancellor, Andrew West.

IT IS a delight to see the nation speaking about and valuing the primary industries, and what they contribute to the New Zealand economy.

Indeed, it is this realisation, alongside the softening student market across New Zealand, that has awoken the interest of universities across the country, and spurred them to invest in staff, facilities and research aligned with, and integral to, New Zealand’s primary industries.

Frankly, they invest here because opportunity exists here. This is good for the nation, good for our economy and good for the future employment opportunities of our youth.

For the same reasons, Lincoln University has been undertaking the most significant change of any New Zealand university in the past century.

It is bold, it is about revitalisation and ultimately, it will also be about success – but not just for Lincoln University, for New Zealand.

The changes started a few years ago, just before the damaging and gamechanging Canterbury earthquakes in 2010 and 2011.

These have drained the university’s reserves in order to maintain teaching excellence and ensure that the millions of dollars in research investment by government, industry and business could be delivered by the university’s world-class, ranked researchers.

The university did just that – it delivered.

It has done more than that, however. It has also understood, through the leadership of its council and senior staff, that the structures and focus of the past 20 years cannot continue – that there is a significant opportunity through which Lincoln University can both deliver and prosper.

It is this change – its boldness, its vision and its need for pace – that has both heartened some and raised concern among others. This is what one would expect in an open democracy with passionate intellects and so much at stake.

There is much at stake. International assessments tell us that agricultural and life-science universities worldwide are scarce, the researchers and intellect required to power future innovation is even scarcer, and few nations have the capital to start such a university from scratch, given the starting bid is roughly US$1 billion (NZ$1.14b)

As such, it seems prudent, and indeed strategic, to reinvest in one of the longest standing primary industry universities in New Zealand – Lincoln University. The assets are here and the ability to connect with Crown Research Institutes and other universities already exists – with Massey University through our joint venture, AgriOne, and key CRIs and industry-good bodies though the Lincoln Hub.

And, let’s not now suggest that the last 20 years have been a time in the ‘‘wilderness’’, because they haven’t. Lincoln University has grown its areas of specialty to embrace the environment, commerce and the social sciences, all with a land-based focus. As we know, these are essential if we wish to have a healthy national economy, while also ensuring that the environment we use for recreation, tourism and emotional connectedness is protected and valued. Lincoln University has taken this journey over the past 20 years, it is well positioned for its recovery, and it is in the ascendant as we move into this new century.

It is because of this that so many debate with us, challenge us and wish to ‘‘own’’ us. While this attention creates an honour of sorts, I’d suggest time is now critical, and that enabling the university to get on with it is in all of our interests. Lincoln University is absolutely committed to collaborations and partnerships and, with the integrity that Lincoln University staff have shown throughout these challenging times, we will not only achieve the success so many desire for the University, but we will deliver success for Canterbury and New Zealand.