University of Auckland, Associate Director - Capital Works

THE UNIVERSITY OF AUCKLAND WAIPAPA TAUMATA RAU

Associate Director - Capital Works CANDIDATE INFORMATION BOOKLET

The Opportunity Te Whiwhinga Mahi

The University of Auckland is Aotearoa New Zealand’s leading University. It employs over 6,000 academic and professional staff to support over 42,000 students making us one of NZ’s largest employers. I had the honour of joining the University as Chief Property Officer in 2020. With one of the largest ongoing capital works programmes in NZ we are currently delivering a number of significant capital projects and developing the next phase of large scale works. A fantastic opportunity has arisen for a senior professional to join my executive team as Associate Director – Capital Works. This is a pivotal role with key accountability for the delivery of the University’s $2bn plus programme of major capital works projects. Waipapa Taumata Rau University of Auckland is at an exciting stage of transformation. Our Vice-Chancellor, Professor Dawn Freshwater, launched the University of Auckland’s Vision 2030 and Strategic Plan 2025 , Taumata Teitei, which sets out our commitment to advancement in all areas and portfolios. The clear direction and endorsement from Taumata Teitei have been a catalyst to produce the inaugural University of Auckland Estate Strategy, Te Rautaki Tūāpapa 2021-2030 . The University has been gifted a Māori name, Waipapa Taumata Rau by Ngāti Whātua Ōrākei and we have a new platform to cultivate our unique identity and connect with the University community, our partners and beyond. This is an exciting time to join the University and be able to make a difference. Property Services have a strong and award-winning reputation for delivering excellence. We provide a breadth of service from planning and development to facilities management, all within the context of Sustainability and a Net Zero Carbon estate. We have consistently performed better than benchmark for facilities management in the tertiary sector and have been recognised by the NZGBC for our sustainability credentials. The ambition of our programme portfolio is high and we need a world-class Associate Director – Capital Works to join us with the drive and ability to deliver the University’s capital construction programme, and build, maintain and sustain our estate. Our estate features one of the largest property portfolios in Auckland, if not in Aotearoa New Zealand, and represents a significant, vibrant, valuable, and complex network of physical and connecting spaces that enable learning and teaching, research and innovation, partnerships and engagement, and a thriving social and energetic environment. The estate capital development programme which is supporting the University is one of the largest in New Zealand. The University contributes to the richness and diversity of Auckland through both its people and built environment. This is your opportunity to work within a world-ranked institution, with leading professionals within the New Zealand architecture and construction industry. We are looking for an experienced professional who shares our values and will contribute to the ongoing development of the University’s estate. Be part of an elite team focused on collaboration and partnerships, caring for our planet, and creating a distinctive sense of place both now and for the future. Welcome to the University of Auckland Nau mai haere mai ki Waipapa Taumata Rau

Contents

Associate Director Capital Works

We have a fantastic opportunity for a senior professional to join our Capital Works team as Associate Director – Capital Works. This is a pivotal role with key accountability for the delivery of the University’s $2bn programme of major capital works projects. You will be working across a wide and varied portfolio of projects from breaking ground through to completion and post occupancy evaluation. Our Estate features specialist research facilities, high-tech teaching and learning spaces, recreation and social spaces, professional office buildings, as well as student accommodation and commercial entities. Recent developments have included a Space Institute in the Faculty of Engineering, state of the art scientific and medical research facilities, a Financial Lab and the award winning 6 Green Star B201 teaching and learning facilities. Our Estate Strategy is ambitious, high-profile, and will deliver huge value to our students, staff and stakeholders.

The Opportunity Te Whiwhinga Mahi

Welcome to the University of Auckland

Estate Development History

The University Estate

Future Focused

Environmental Sustainability/Net-Zero

6 Green Star Project

Recreation and Wellness Centre

University Overview

Some key aspects and responsibilities include:

University in Numbers

• Delivering a large scale capital construction programme. • Engaging and managing consultant project teams.

Te Tiriti o Waitangi

Our Place in the Pacific

• Leading internal and external project managers engaged on capital projects. • Stakeholder management across the University community and externally. • Ensuring the implementation of the University’s sustainability goals and meeting sustainability criteria identified for each project. • Project procurement including calling and evaluation of tenders, tender documents, adherence to standards and consents. • Delivering exciting and cutting-edge design which talks to our place in Tāmaki Makaurau, Aotearoa, and the Pacific region. • Construction management including leading internal and external teams, monitoring and recording progress including financials whilst liaising with engineers, consultants, the planning team and other internal stakeholders. • Implementing masterplans. • Working collaboratively with colleagues to develop buildable solutions for complex and challenging property project programmes. • Managing resourcing, investigations, project briefs, programmes, design reports and budget approvals. • Strategic and Risk management.

Organisation Chart

Position Overview

How to Apply

Staff Benefits

Living in Auckland

Further Links

About you | He kōrero mōu

As an experienced leader, our ideal candidate will demonstrate a high-level ability to influence and communicate effectively to a diverse range of stakeholders. They will demonstrate cultural sensitivity, embrace diversity, and have the technical background to understand projects from multiple viewpoints and this will come from significant commercial and project management experience from a professional project management / engineering / building surveying / construction /or other relevant professional environment. They will operate with energy and passion and will demonstrate a collaborative approach where they partner closely with peers, value the needs of others and model best practice principles and behaviours. Teamwork, customer focus and negotiation skills are vital to the role. Preference will be given to candidates with a proven understanding of large-scale building programmes and large impact compliance works and those who can demonstrate an ability to think and act strategically to provide valuable input to achieve the best long-term outcomes. Please see page 15 for position description and page 18 for further information about how to apply.

Simon Neale Manutaki Ratonga Whare, Rawa Chief Property Officer

Associate Director Capital Works

Estate Development History From humble beginnings at its inception in 1883, the University’s estate has developed significantly in size, distribution, and complexity through to the present day. In 1883 a disused courthouse and jail served as premises for 95 students and four teaching staff. The early 1900s saw the addition of Old Choral Hall, the ClockTower, and the Biology Building. By 1949 the Tāmaki site had been acquired, igniting a debate to relocate the University there. In 1960 a decision was finally reached to set aside the Princes Street area for the University. This decision was a turning point for future development and opened the door for an ambitious planning and building programme through the 1960s and 1970s. In 1969 Old Government House was transferred to the University. The University’s footprint then began to spread and rise as multi-storey buildings were built for Science, Engineering, Human Sciences, Architecture, and the Library at the City Campus.

The University Estate

Our Estate spans the North Island of Aotearoa New Zealand, from Wellington in the south to Tai Tokerau (Whangārei) in the north. The estate buildings encompass a gross floor area (GFA) of 719,046m 2 , within 237 buildings, 84% of which are owned by the University and the remaining 16% are leased. Over 99% of building GFA is located within the Auckland region. The Estate provides 403,052m 2 useable floor area (UFA) of which: 94% is allocated; 4% is under renovation (primarily for the development works underway for relocating the faculty of Education and Social Work to the City Campus and the Recreation and Wellness Centre); and 2% is vacant, non-contiguous space used primarily for decant during development works. A total of 68,616m 2 UFA is leased. The largest space types are student residential accommodation (24%), office accommodation (20%), laboratories (16%) and general teaching space (10%). The student residential accommodation UFA portfolio is 58% owned and 42% leased.

Buildings •

237 Buildings across North Island. 90% located in Auckland region. 84% owned : 16% leased. $2.16 billion building assets owned. 206 hectares of land. 77% located in Auckland region. 79% in Reserves & Research land. 77% freehold owned : 23% leased. $1.08 billion land assets owned.

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Land •

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In recent times the progressive transfer of titles from the Crown to the University supported the ability to effectively manage the estate. The Grafton Campus was established with the development of the Medical School. The Tāmaki Campus provided sports grounds and associated facilities and the City Campus Recreation Centre opened. The University progressively acquired and incorporated neighbouring properties into its portfolio to provide for future developments. The Department of Māori Studies complex was constructed in modest buildings on Wynyard Street with its wharenui and whare kai establishing Waipapa Marae which opened in 1988. Development and expansion continued across the portfolio through the 1980s, 1990s, and on into the 2000s with the addition of the Epsom and Tai Tokerau Campuses for the newly-formed Faculty of Education (2004), the acquisition of the Newmarket Campus (2013), expansion of student accommodation and the opening of the Tai Tonga Campus in South Auckland (2020). A strategy of campus consolidation has seen the relocation of the School of Population Health from Tāmaki to Grafton Campus (2019) followed by the divestment of Tāmaki campus and the exit from Mercy Hospital and Auckland District Health Board leases. The campus consolidation strategy also underpinned the 2020 decision to relocate the Faculty of Education and Social Work (EDSW) from the Epsom Campus to the Auckland City Campus in 2024. The University estate is a key enabler and facilitator of the University’s vision, its engages with mana whenua and communities within Aotearoa, and supports the world-leading teaching and research that the University delivers. The Auckland City Campus (City Campus) is home to a number of historically important sites that predate the University’s presence in Tāmaki Makaurau, Tāmaki. Herenga Waka. Apihai Te Kawau’s, Ngāti Whātua Ōrākei paramount chief, gifted 3,000 acres to establish Auckland as the country’s capital in 1840. This gift was confirmed near Te Wahanga Ture, The Law School at Te Rerenga-ora- iti. Such places are of national and cultural significance and form part of Aotearoa’s story.

The physical campus environment will continue to be the foundation platform for the University activities, even as online and hybrid modes of operating develop further and mature. Estate- wide priorities that will be progressed through to 2030 will see improvements across our campuses and will include major projects, environmental sustainability and achieving a net zero carbon estate, distinctive campus projects, brilliant basics packages, teaching space upgrade, rolling refurbishment, asset replacement, space management, and business continuity and resilience. The total capital expenditure between 2021- 2030 is projected to be between $1.8 billion and $2 billion with an annual average commitment in excess of $200 million.

Scale: The length of one square is 200m

Associate Director Capital Works

Environmental Sustainability

Future Focused

Taumata Teitei includes a commitment to significant pedagogical changes, cultural equity and improved environmental performance. Te Rautaki Tūāpapa will be a key enabler of the strategic ambitions.

The University of Auckland Waipapa Taumata Rau is committed to pursuing sustainability via research, teaching and learning, operating practices, partnerships and capacity building.

In response to ever-increasing demand from domestic and international students the University now provides accommodation for more than 4,500 undergraduate and postgraduate students in catered and self- catered residential communities. The accommodation portfolio will increase as current construction projects complete. Construction has also commenced on a new recreation and wellness centre, one of a number of initiatives designed to continue to support student and staff wellbeing. The ten-year period to 2020 saw a capital investment in excess of $1.5 billion into the development, maintenance, and remediation of our estate. Over the next decade we plan to spend in excess of $2b. In implementing our estate strategy, Te Rautaki Tūāpapa, we will develop new campus masterplans, new operational plans, a sustainable estate and a net-zero carbon plan and the strategy will be integral to the University’s Long-Term Financial Plan.

Taumata Teitei includes a commitment to significant pedagogical changes, cultural equity and improved environmental performance. Te Rautaki Tūāpapa will be a key enabler of the strategic ambitions. The University’s capital works programme is one of the country’s largest construction programmes and is well supported by philanthropic partners and careful financial management. It covers investment both in refurbishment and in significant new buildings. Major new developments have greatly enhanced the campus environment. The state-of-the-art Science Centre, incorporates leading-edge design in teaching, learning and laboratory facilities and was opened by the Prime Minister in 2018. The Grafton Campus redevelopment was part of a NZ$240 million masterplan project, completed over six years. The Faculty of Engineering moved into their brand- new, purpose-built engineering building in late 2019. The building provides students with tailor-made spaces to support learning, accommodate larger student cohorts, and encourage multi- disciplinary collaboration. The former Human Sciences Building (B201) was transformed to accommodate the Faculty of Education and Social Work. B201 project is a world-leading adaptive reuse project which achieved a 6 Green Star Design Review award with the highest score to date in New Zealand. The building is transformational in our approach to the Sustainable Estate and a step towards our Net Zero Carbon ambitions for the University. B201 was opened by the Prime Minister in Spetember 2023

A sustainable future requires us to take action now and to be deliberate about the environmental, social, and financial choices we make to reduce our impact on the climate and improve equity and well-being for all. Taumata Teitei Vision 2030 signals a strong commitment to sustainability, the preservation and enhancement of our natural world, as well as an emphasis on the positive impact that the University of Auckland Waipapa Taumata Rau must have on the global, social, and economic systems critical to collective problem solving and equitable outcomes across the world. At the forefront we must demonstrate our belief in thriving ecosystems, fair and inclusive societies, innovation-led economies, and to meet our responsibilities to Māori, Pacific, and students of all socio- economic backgrounds. The University Executive Committee (UEC) endorsed the development of a Sustainability Strategy 2022-2030, and a Sustainability Strategy Programme was established in quarter three 2021, co-chaired by Dean of Science, PVC Māori and PVC Pacific. The vision of the programme was to develop an ambitious and broad Sustainability Strategy that gives effect to the commitment expressed in Taumata Teitei. The Sustainability Strategy will integrate sustainability into teaching, research, operations, and engagement, and translate the University’s vision into action by identifying targets and priority actions. Te Rautaki Aronga Toitū | Sustainability Strategy 2022-2030 was published in quarter four 2022.

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Taumata Teitei - University of Auckland’s vision 2030 and strategic plan 2025 Te Rautaki Tūāpapa - University of Auckland Estate Strategy 2021 - 2030 Te Taumata Tukuwaro-kore | Net Zero Carbon Strategy Te Rautaki Aronga Toitū | Sustainability Strategy

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Sustainability at the University of Auckland Sustainability Policy Te Rautaki Aronga Toitū | Sustainability Strategy 2022-2023 Te Taumata Tukuwaro-kore | Net Zero Carbon Strategy

Net-Zero Carbon Estate Environmental sustainability will be placed at the heart of everything we do. In our new developments and by improving the performance of the existing estate we will aim to achieve a bold set of new sustainability-focused objectives:

• We will aim to achieve a net-zero carbon estate by 2030. We will enhance and refine systems that provide a holistic view of estate emissions to support decarbonisation of the estate. • We will be a champion for building standards, carbon reduction, and environmental sustainability within the University, the sector, and Aotearoa. • We will adopt the Sustainable Development Goals framework to guide and inform the path of all estate activities. • The estate will be an enabler to net-zero carbon, biodiversity, and environmental sustainability initiatives across the University. • The estate will play a key role in contributing to the University’s carbon performance, through evaluating appropriate mechanisms, including renewable electricity generation, natural carbon sinks, and afforestation, to achieve our goals. • Te Taumata Tuku-waro kore | Net zero carbon strategy was published in quarter four 2022.

Associate Director Capital Works

6 Green Star Project

Recreation and Wellness Centre

The B201 project was borne from a desire for the University’s estate to set a positive example and be leading the way in terms of sustainability in Aotearoa. The building had been scheduled for a simple refurbishment pending full replacement in ten to fifteen years-time. University of Auckland Chief Property Officer, Simon Neale, says the University took the decision to turn this unloved and poorly performing building into an example of how adaptive reuse can be transformative and as good, or better, than demolition and replacement. “The change in approach allowed us to get the project out of the ground quicker by reducing the amount of demolition and through reusing all of the exiting foundations and structural frame. This is a good example of where a sustainable approach is achieving on multiple fronts; improved sustainability outcomes, reducing the embedded carbon, shorter build time, and financial savings.”

A new Recreation and Wellness Centre (RWC) is currently under construction and will open in late 2024, it will accommodate the significant increase in numbers since the original Recreation Centre opened in 1978 and provide world-class facilities at our City campus. The University is committed to providing outstanding facilities that offer an exceptional university experience to students, staff and our stakeholders. An enhanced experience will include distinctive and high-quality extracurricular facilities that maximise the value to students. The new Recreation and Wellness Centre is designed to enhance the physical and mental wellbeing of staff and students. This is expected to contribute to the academic success of students and contribute to the retention of high performing students and academic staff. Due to land constraints the new building will be a high rise “stacked’ building providing modern recreation facilities including indoor swimming and diving pools. It will have 9 levels and a Gross Built Area (GBA) of approximately 21,600 m 2 . Facilities include two sports halls (including a 1,500 seat glass floor show court) one aquatic hall accommodating a 20x34m pool tank, 3m dive board, spa pool and sauna, three squash courts, studios for boxing, spin, group fitness, circuit training, cardio, weights, dance, mind and body along with indoor and outdoor running tracks, an office hub and retail facilities. The facility can accommodate bouldering, table tennis, futsal, tennis, netball, basketball, water polo, badminton, volleyball and handball and spaces are provided for relaxation and general wellbeing. The RWC design incorporate some sustainability features including electricity and water meters, low flow fixtures, rainwater harvesting, centralised and sensor control of heating, cooling, ventilation and lighting systems. In recognition of the prominent place in the City Campus and the duration of the construction works, Property Services worked with colleagues to enhance the environment around the construction site and to make the safety hoardings aesthetically pleasing to our community. The Quad and Symonds Street vicinity benefit from bright, informative and attractive visuals on the hoardings. The concept of 'ambient hoardings' has extended throughout our constructions sites in City Campus and have received positive feedback from staff and students.

With a commitment to adaptive reuse, the University is on track to create a world leading low-carbon space for students and staff. Constructed in and stamped with the global architectural vocabulary of 1970s academic institutions, Building 201 was outmoded and sat as a concrete-dominated form referencing mid-century brutalism. Over time the building’s infrastructure had become outdated. Despite undergoing a raft of remedial work over the decades it had reached end-of-life status with mechanical and building services no longer fit-for-purpose, poor environmental performance, and a seismically poor deteriorating heavy concrete façade. University of Auckland Associate Director of Planning and Development, Tristram Collett, says there was little to suggest Building 201 had any connection with Tāmaki Makaurau or Aotearoa.

“ Its layout was highly segregated, it was difficult to navigate and didn’t acknowledge its prime position on Symonds Street or the University campus behind. It was a big concrete block with the extra challenge of having no obvious front entrance.” The tired 70s structure has been transformed into a state-of-the- art educational environment to create a new home for the Faculty of Education and Social Work (EDSW) and Faculty of Arts. The concept was spearheaded by a project team committed to sustainable development, and the University of Auckland’s estate strategy Te Rautaki Tūāpapa 2021- 2030 which advocates for innovative green campuses. The hard work has been rewarded with a world leading 6 Green Star design review, setting a new benchmark for projects in Aotearoa.

“To achieve the highest score awarded since the inception of the New Zealand Green Building Council’s design rating - 93 points - is an awesome achievement and an exciting milestone,” Simon says. With a strong alignment between the University’s values, Te Rautaki Tūāpapa and Green Star, green-thinking was embedded in Building 201’s refurbishment from the start. “We wanted to be aspirational and innovative in our approach to B201’s upgrade and set a new benchmark. On reviewing previous uncertified University projects against a Green Star criteria we could see we were already building projects that could potentially meet 5 Green Stars. This time we wanted to aim even higher.”

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Recreation Centre Development

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University of Auckland – Social Sciences Building B201

NZGBC Director of Market Transformation Sam Archer and University of Auckland Director of Property Services Simon Neale

Associate Director Capital Works

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University Overview “We create globally transformative impacts through our distinctive strengths in world leading research, scholarship, teaching and collaborative partnerships, inspired by our unique position in Aotearoa New Zealand and the Asia-Pacific.”

University in Numbers

RANKED UNIVERSITY IN NEW ZEALAND*

25% market Share of NZ tertiary sector

~$1.4bn in annual revenue

The University of Auckland Waipapa Taumata Rau is Aotearoa New Zealand’s pre-eminent research-intensive university. A fully comprehensive, public university, it conducts

Professor Dawn Freshwater Vice-Chancellor

teaching and research across eight faculties and two large- scale research institutes, and has the largest graduate

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school in the country, with a third of all of New Zealand’s postgraduates obtaining a University of Auckland Waipapa Taumata Rau degree. We are also New Zealand’s leading university for graduate employability. Founded by an Act of Parliament in 1883, the University of Auckland has, from our earliest days, admitted both male and female students. We are committed to equity across gender, sexual orientation, ethnicity, cultural and religious practices and for those with disabilities. The University has a wide network of international affiliations and formal agreements with universities in 39 countries, and the only New Zealand member of Universitas 21, the Worldwide Universities Network, and the Association of Pacific Rim Universities. The University is committed to remaining a global leader in Pacific research and teaching and in 2018 appointed the world’s first Pro-Vice Chancellor Pacific. The University was ranked in the top 50 for 8 subjects in the QS World University Rankings by Subject 2023 and consistently in the top 100 universities (#68 QS World University Rankings 2024). We have retained our top ten ranking in the world for impact as measured by contribution to the United Nation’s Sustainable Development Goals for four years. The University makes a significant contribution to the regional and national economy, demonstrating deep commitment to supporting the achievement of Māori and Pacific students and staff in particular. Long-term viability requires maintaining sufficient revenue and student numbers, as well as ensuring that the University’s revenue stream is sufficiently broad, and that we are recruiting students from diverse segments of the market. Guided by Waipapa Toitū, the University’s framework of principles, Taumata Teitei details the distinctiveness that the University will pursue – to be known globally for excellence and impact in our agreed transdisciplinary areas. These are evidenced and recognised by the University’s position in global university rankings, where we are measured against other tertiary education providers in the world on globally comparable benchmarks for compelling evidence of academic excellence, community engagement, and contributions towards the Sustainable Development Goals. To deliver on its goals, plans and strategic initiatives, it is important that the University is both viable and effective. The disruption from Covid-19 had a serious impact on all major Universities and their operations over the last three years. The University of Auckland, Waipapa Taumata Rau took swift and decisive action in the early stages of the pandemic to protect its financial position, and to support its students and employees. Coupled with exceptional demand for student enrolments, these measures have ensured the university continues to maintain a healthy financial position. This supports ongoing strategic investment while providing important resilience against the significant economic and other headwinds that have since emerged. University governance is both stable and supportive. With a mix of ministerial, lay (community leaders), staff and student appointees, Council provides an appropriate level of support and oversight for the Vice-Chancellor and leadership team. Senate provides academic governance. Since its founding in 1883, the University of Auckland Waipapa Taumata Rau has grown to become New Zealand's flagship, research-led university, known for its excellence in teaching, research, and service to local, national and international communities Across the University we have more than 46,000 students of whom 20% are postgraduates. Our research programmes deliver across all disciplines and we are world leaders in such fields as cancer drug development, inductive power transfer and computational physiology. Auckland UniServices Ltd, our research commercialisation company, is recognised internationally for its achievements in transferring the outcomes of our research to industry. To find out more about the University’s history, our teaching and research strengths, our diverse networks and our vibrant, cosmopolitan campuses see the 2022 Annual Report.

>$325m revenue from research

720,000m 2 gross floor area

IN NEW ZEALAND

for graduate employability**

# 5

$4bn value of land and buildings

>16% of students international

IN THE WORLD

Times Higher Education University Impact Rankings 2024

35,700 total students EFTS

>$250m annual capital plan

• *68th in the Quacquarelli Symonds (QS) World University Rankings 2024 • 5th in the QS Sustainability Rankings 2024 • **68th in the QS Graduate Employability Rankings 2024 • 150th in the THE World University Rankings 2024 • 12th in the THE Impact Rankings 2024 • 18th in the THE list of the world's most international universities 2023 • 35th in the Reuters Asia Pacific’s Most Innovative Universities 2019 • “Gold” rating for both Environmental Impact and Equal Opportunities in the QS SDG Ratings

4,500 beds in student halls 10x CBD hotels

~6,100 FTE Staff

Associate Director Capital Works

Our Place in the Pacific

Te Tiriti o Waitangi

The University of Auckland Waipapa Taumata Rau is a global leader in teaching and research about the Pacific Islands and Ocean.

The name Waipapa Taumata Rau was gifted to the University of Auckland by the people of Ngāti Whātua Ōrākei and reflects our significant partnership with them and the commitments made through Taumata Teitei, including to the principles of manaakitanga, kaitiakitanga and whanaungatanga. The name challenges us to understand that we are part of a whakapapa of historic and current relationships. It also reflects the aspiration of the University of Auckland to be the ‘place of many peaks’, the place where we strive for, ascend to, succeed and thrive. Te Tiriti o Waitangi is an agreement between the British Crown, represented by Lieutenant-Governor William Hobson, and Māori rangatira (leaders) representing their various iwi and hapū (tribes and sub-tribes) and was first signed at Waitangi on Feb 6th 1840. Key rangatira of Ngati Whatua Ōrākei, the tribal group upon whose territory the city campus of the University resides, signed Te Tiriti on the 20th of March at Manukau Harbour. Te Tiriti o Waitangi provides the foundation for the legal and political constitution of New Zealand, and is the basis for ongoing relations between iwi, hapū, Māori peoples and the New Zealand government. The Treaty was drafted in English, and then translated into te reo Māori (the Māori language) to become Te Tiriti, the document agreed and signed by British officials and rangatira in 1840. The text of Te Tiriti differs significantly from its English language draft in a number of crucial respects. The last four decades in Aotearoa New Zealand have been a period of working out how to interpret and implement Te Tiriti in the public sector especially, with the differences and overlaps between ‘rangatiratanga’ and ‘sovereignty’ being a key point of tension. The University values its relationships with mana whenua (local iwi and hapū) highly. The University has recently agreed a Kōtuitanga (MoU) with Ngāti Whātua Ōrakei to cooperate for mutual benefit. The University is working to develop meaningful relationships with the hapū, iwi and Māori communities of the places upon which our campuses stand. On its city campus, the University maintains a marae (traditional meeting space), known as Waipapa, which is used widely within the University community and is supported by mana whenua. The University also maintains the marae, Te Aka Matua ki Te Pou Hawaiki, at its Epsom campus. The meeting house Tūtahi Tonu, will in 2024 also move to the city campus, as part of the relocation of the faculty of education and social work.

The Treaty partnership is reflected in the work of the office of the Pro Vice Chancellor (Māori), and by the Māori membership on the University’s Council. One of the main purposes of the Education and Training Act 2020 is to establish and regulate an education system that ‘honours Te Tiriti of Waitangi and supports Māori-Crown relationships’. As a public institution, the University of Auckland is implicated in several provisions of this Act which may include: giving effect to public service objectives to provide equitable outcomes to students; providing for Māori contributions to tertiary decision-making; acknowledging the principles of Te Tiriti o Waitangi; and operating an employment policy that recognizes the aims and aspirations of Māori. that relate to Te Tiriti o Waitangi as specified by the minister of Education and the Minister of Māori- Crown relations. The University’s commitment to te Tiriti is expressed in its Taumata Teitei – Vision 2030 and Strategic Plan 2025 where our enduring relationship with tangata whenua is based on Te Tiriti o Waitangi and expressed through Te Ao Māori principles. Te Tiriti underpins the enduring framework Toitū Waipapa which is developing to guide all aspects of University culture and practice. The University is committed to being the leading university for Māori and Indigenous scholarship. It currently co-hosts Ngā Pae o te Māramatanga, New Zealand’s Māori Centre of Research Excellence, and maintains the James Henare Māori Research Centre –in addition to other centres and departments.

Most of our Pacific students and staff were born in New Zealand but originally come from other Pacific Island nations with longstanding connections to New Zealand, especially Samoa, Tonga, the Cook Islands, Niue, Tokelau and Fiji. The University has long been a leader in New Zealand’s relationships with the Pacific Islands region and works closely with Pacific communities both in New Zealand and those elsewhere in the Pacific Islands region. Its commitment to the Pacific is reflected, inter alia, by the appointment of a Pro Vice- Chancellor (Pacific) and the Fale Pasifika (pictured right), which plays an important role as the touch-point between the University and Pacific communities.

More than just a physical structure, it is a point of reference for activities that are central to their Pacific cultural expression and provides a sense of place and community. The government of New Zealand has recognised both Pacific student achievement and Pacific research and development as national priorities.

The University of Auckland is a global leader in teaching and research about the Pacific Islands and Ocean and further afield. Much of this stems from New Zealand and the University’s special relationships with Pacific peoples. New Zealand is commonly understood as a Pacific nation and has strong historical, cultural, social and economic ties with the Pacific Islands and the wider Asia region. These connections are why Auckland is the world’s largest Polynesian city. With over 4000 Pacific students, this Pacific flavour is felt strongly at the University. The University of Auckland is the largest provider of degree-level education to Pacific people in New Zealand. In addition, the University has New Zealand’s largest share of Pacific academics—in both the sense of those who trace their origin to the Pacific and those who research and teach Pacific specialities.

pment as national priorities. ific

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Employees of Waipapa Taumata Rau are expected to develop their understanding of Te Tiriti in both historical perspective and contemporary application. Candidates are not expected to bring this knowledge, but be committed to acquiring a deeper understanding. Staff are supported in their learning at all levels.

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Associate Director Capital Works

Position Overview Position title: Associate Director Capital Works Department: Capital Works Division: Property Services Reports to: Chief Property Officer Direct reports: 4-6 Direct Reports

Organisation Chart - AD Capital Works

MAIN PURPOSE OF POSITION • To lead a team focused on the delivery of the extensive University Capital Construction Programme including major capital works, deferred maintenance projects, and minor capital works. • To provide leadership in developing a culture of continuous improvement and customer service by ensuring the efficient and effective delivery of planning and capital works project management services to meet the needs of the University community and supporting the objectives of the University’s Strategic Plan Taumata Teitei. • To ensure that the University’s capital works programme for buildings and campus infrastructure is implemented effectively, efficiently, and to a high standard. • To undertake project management of specific projects. • To supervise the project managers engaged on the briefing, investigation, design, construction and commissioning of specific projects to ensure that the functional requirements are met and projects are completed to specification, on time, and within budget. • Take a leading role in implementing sustainable design and construction practices and specific projects towards the delivery of the University’s Sustainability Strategy and Net-Zero Carbon targets. • Implement the projects developed through the Long Term Financial Plan (LTFP) and Te Rautaki Tūāpapa. • To contribute to the broader management of Property Services including strategic planning and financial management initiatives as a member of the Property Services Senior Management Team. • The Associate Director Capital Works is expected to exercise professional judgement and make decisions within policy guidelines with a minimum of supervision by the Chief Property Officer. • To represent the needs of Property Services in a number of professional areas and across all groups throughout Property Services. Project Budgeting & Financial Control • Manage and oversee the preparation of individual project budgets, obtain financial authorities. • Monitor project commitments and expenditures on a regular basis. • Update monthly Capital Projects Progress Report to Capital Planning and Budgeting Committee. • Monthly report on current projects prepared, incorporating progress against project plan and budget. • No projects exceed approved budget plus approved increases. Project Design Development and Documentation • Lead project investigations, designs, and establishment of major construction contracts, as agreed with Chief Property Officer. • Co-ordinate preparation of project design programmes to ensure that realistic programme targets are set and monitor on a regular basis. • Oversee preparation of design briefs to ensure that functional requirements, performance, and quality standards are clearly defined and will meet the University’s standards & policies. • Oversee design development and review drawings, specifications, conditions of contract and pre-tender estimates to ensure approved design principles and document standards have been adhered to. • Manage administration of project investigations, designs, and construction contracts. • Co-ordinate preparation of project programmes to ensure that realistic completion targets are set and monitor on a regular basis.

Vice-Chancellor

KEY DELIVERABLES Capital Works

• Lead•the major capital projects through the procurement, construction and handover phases. Work with the AD - Planning & Development to transition the project leadership between the design and construction phases, as appropriate, for the purposes of early procurement and pre- construction input. • Manage the preparation of the major project programmes during the late design, procurement and construction phases and monitor progress on a monthly basis. • Assist the Property Services contribution to the preparation of the Long Term Financial Plan (LTFP) for buildings and campus wide developments. • Contribute to the development of the campus wide infrastructure plan led by Facilities Management (FM). • Provide integration of the development plan with the FM asset management through AD-FM. • To provide assistance on specific insurance and contractual claims relating to specific projects. • Develop programmes and delivery plans for the LTFP and Te Rautaki Tūāpapa. • Deliver capital projects in accordance with appropriate standards for sustainability and contribution to net-zero carbon and to be exemplars of sustainable design and construction. • Ensure that the capital construction projects programme receives professional programme management and oversight. • Oversee the delivery of the minor capital works programme. • Capital works are completed within approved programme and budget. All works are carried out efficiently and effectively with minimum disruption to University staff, students and the public. • UoA is kept up to date with latest planning and building technologies and processes and all work is carried out to a high level of quality and within financial targets. • Keep track of trends in construction, tertiary education planning standards, the impact of technology on teaching delivery and other use of physical facilities. • Incorporate FM within project investigations and consider and incorporate advice provided as appropriate. • Seek advice and work with legal and insurance consultants to help mitigate UoA’s exposure to potential claims. Projects Standards and policies • Manage the development of policies and procedures to support facilities and capital works. • Manage the development of standards for project specifications to ensure that industry standards and legislative requirements will be met during construction and on completion. • Provide leadership in the development and implementation of innovative technologies, improvement initiatives and quality policies, procedures and processes to achieve strategic objectives and to continuously facilitate and improve operational outcomes in Property Services. • Support the development of appropriate standards for the implementation of Sustainability and Net-Zero Carbon Strategies. • Standards exist to ensure that all projects will be legally compliant and meet the University’s needs in an efficient and effective manner.

Deputy Vice- Chancellor Operations & Registrar

Senior Project Manager

Executive Assistants

Associate Director Sustainable Estate & Operations

Chief Property Officer

Associate Director Commercial

Associate Director Planning & Development

Associate Director Facilities

Associate Director Capital Works

Project Manager x3 Senior Project Manager x2

Associate Director Capital Works

Position Overview Leadership Capabilities The five leadership dimensions and associated capabilities (5D Leadership Framework; please refer to the position description document ) reflect and encourage a culture of distributed leadership for all staff. The Leadership Framework is an important part of how we attract, select, develop and enable staff achievement.

Position Overview • Oversee preparation of design briefs to ensure that functional requirements, performance and quality standards are clearly defined and will meet the University’s standards & policies. • Oversee design development and review drawings, specifications, conditions of contract and pre-tender estimates to ensure approved design principles and document standards have been adhered. Record Management • Ensure that essential records are maintained, including inventory, floor plans and as-built plans. • Records are up to date. Project Management • Manage the engagement of consultants in line with the University’s procurement policies and approval procedures. • Oversee the calling and evaluation of tenders, and the award of contracts to ensure that prescribed procedures are followed. • Ensure that commissioning of building services and utilities is done in consultation with appropriate plant operations and maintenance personnel. • Ensure that effective communications are established and maintained at appropriate levels with all parties to each project. • Monitor progress of projects against project plan. • Undertake project management of specific projects as required. • Standards and policies are adhered to. • Projects are completed in accordance with all project objectives, milestones, applicable standards, and legal requirements, on time and within budget. Staff Management • Effectively manage all staff that report to the position, either directly or indirectly, according to the University’s people management processes including the management of outstanding annual leave liabilities. • Arrange appropriate training for staff reporting to position. • Develop, maintain, and review team and individual performance plans and ensure the achievement of all agreed outcomes are aligned with the University’s Strategic Plan and appropriate operational plans. • Facilitate the development of teamwork within the unit. • Chair regular meetings of Project Managers to review and report on achievement of project objectives . • Annual performance goals and measures are set for each staff member and reviewed annually. • Annual leave is managed within University of Auckland Human Resources policy. • Demonstrable development of skills and ability of staff as measured by staff performance reviews. Health & Safety • Chair Property Services Health and Safety Committee meetings to encourage co-operation between management and Property Services staff (and other committees as required). • Update staff on legislative changes and other concerns of the University. • Ensure standard operating procedures are adhered to across Property Services including review of current policies, practices and procedures and training requirements. • Committee Meeting recommendations are provided to the Senior Management Team.

Stakeholder Management • Manage the process of external and internal stakeholder engagement and community liaison. • Manage external stakeholder relationships as appropriate. • Functional requirements, performance and quality standards are met within the project completion dates and approved capital budget. • Communication made within 7 days or sooner as required. Other Duties • Undertake other duties and projects as may be reasonably assigned to this position. • Completion of assigned duties and projects within agreed timeframe. KNOWLEDGE, SKILLS, EXPERIENCE AND CAPABILITIES: Qualifications Essential: • Bachelor Degree in an appropriate professional discipline including (but not limited to); Engineering, Building Surveying, Construction Project Management, or Architecture. Preferred: • Postgraduate qualification. Experience Essential: • 15 years relevant experience in similar role in a large and complex organisation. • 10 years project and/or design management experience on major and/ or complex building projects in value between $50m to $300m. • Proven line management skills and experience. Preferred: • Sound knowledge and understanding of complex organisations and relevant experience of policies and procedures to enable the identification and management of issues related to large portfolios of projects. • Experience of managing a number of complex projects simultaneously. • Balances decisions involving quality, economy and whole of life costs with the strategic planning, design and commercial realities of the University environment. • Skilled and experienced planning and project management professional with commercial exposure with a high degree of resourcefulness and initiative. • Experience working in a leadership role in a tertiary environment. • Knowledge and experience in the implementation of sustainability and carbon frameworks and standards in building and construction, especially those most relevant to the NZ context. • The ability to critically assess value and proven technical acumen to lead best practice. • Understanding of whole of life principles, operational and embodied carbon climate related risks to capital projects. • The ability to take an integrated approach to the role, to bring social and biodiversity benefits to the University community and enable successful transition and climate adaptation. Skills and Knowledge Essential: • Extensive knowledge of design, planning and project management principles, issues, and trends. • Demonstrated skills in interpretation of data and modelling. • Proven financial and cost management experience. Preferred: • Deep understanding of large project end-to-end briefing, design and construction process.

FINANCIAL RESPONSIBILITY: Budget Expenditure • Manage and oversee the preparation of individual project budgets, obtain financial authorities. • Monitor project commitments and expenditures on a regular basis through the design phase. • Update monthly Capital projects report through the design phase. • Responsibility for managing own operating expenditure budget within the University’s financial delegations policy. Purchase Orders • Maximum authority to approve/issue purchase orders to the value of $50,000. Purchase Card (P-Card) • No authority to use a Purchase Card (P-Card). Correspondence • Authority to sign external correspondence except contract agreements.

KEY RELATIONSHIPS: Internal Chief Property Officer Deputy Vice-Chancellor (Operations) and Registrar Heads of Schools and Departments Service Unit Directors and Function Leads Directors of Faculty Operations Facility and Service Managers Connect Learning Environment Support Unit and similar All Property Services staff External Contractors and Consultants Territorial and Local authorities Other regulatory and advisory bodies eg: HNZPT Emergency Services Vector Community Groups Building Owners and/or their representatives

DELEGATED AUTHORITY: Human Resources

• Has full managerial responsibility for 4-6 direct reports and up to 15 indirect reports, includes allocation of work, accountability for their outputs, quality etc, and review of their performance and development through the University’s Tupu programme. • Facilitates teamwork within team and across the wider Property Services division. • Manage development and coaching/guiding of staff. HEALTH AND SAFETY: All staff have a responsibility for their own health and safety, and that of others who may be affected by their work and their acts or omissions. Staff will: • Ask for assistance if they are unsure what to do. • Make themselves aware of and follow the contents of the University’s Health and Safety Policy, standards and guidelines. • Undertake all health and safety training and induction, as required. • Report any unsafe or unhealthy working conditions or any faults in equipment to the Academic Heads or Directors of Service (or their delegated nominee). • Ensure that all appropriate personal protective equipment is worn or used as required. • Familiarise themselves with and adhere to local emergency procedures and how to provide appropriate assistance to others.

• Health and Safety Operating procedures are adhered to. • Reporting of accidents and audits to a high standard.

Associate Director Capital Works

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