POSITION DESCRIPTION | TE TŪRANGA MAHI

TITLE OF POSITION
Assistant Vice-Chancel or - Engagement & Head  SERVICE AREA
of the Vice-Chancellor’s Office
Office of the Vice-Chancel or
REPORTS TO
LAST REVIEWED
SALARY BAND
Vice-Chancel or
April 2025
IEA

PURPOSE | KAUPAPA
The Assistant Vice-Chancel or Engagement and Head of the Vice-Chancel or’s Office provides strategic
leadership for AUT’s external engagement and serves as a trusted advisor to the Vice-Chancel or. The
role advances the University’s strategic priorities by shaping and delivering impactful partnerships,
leading engagement with government, alumni, industry, and international stakeholders, and guiding
the planning and operations of the Vice-Chancellor’s Office.

As a member of the University Executive, the role contributes to strategic decision-making and cross-
university alignment, while also holding leadership accountability for a diverse portfolio that includes
the AUT International, AUT Foundation, South Campus, Employee Advisory Services, key institutional
programmes, and reputation-enhancing events. This role plays a critical part in supporting institutional
agility, managing risk and opportunity, and ensuring the Vice-Chancel or’s  time and influence are
optimised in service of AUT’s mission.

AUT recognizes and respects the importance of Te Tiriti o Waitangi and its centrality to the mission
and work of the University.

KEY RELATIONSHIPS | WHAKAWHANAUNGATANGA
External
Internal
Government officials and elected members
Executive
(local and national).
Te Hautu members
Ambassadors and High Commissioners
Finance
International universities and current and
People & Culture
potential partner organisations
Strategy and Planning
Key stakeholders in industry and the
Security and Estates
community including business and advocacy
Emergency Management Team
groups.
Communications
Donors and Foundations
Brand and Marketing
Key alumni
Relevant University committees
Legal, PR and other service providers as
AUT Foundation Board
appropriate
Other key stakeholders as appropriate
Universities New Zealand
Council
Professional Organisations

Government/Legislative Bodies

Other  parties  as  delegated  by  the  Vice-
Chancel or

KEY ACCOUNTABILITIES | NGĀ TAKOHANGA

RESPONSIBILITY
EXPECTED OUTCOMES
Strategic Leadership
of External
  A cohesive University-wide strategy for
Engagement,  Partnerships  and  AUT
external engagement and partnerships is
International
developed and implemented, aligned with
AUT’s strategic priorities and Te Tiriti o
Waitangi commitments.
  AUT’s reputation as a partner of choice is
enhanced through effective engagement with
government, industry, alumni, donors,
international institutions, and community
organisations.
  A culture of partnership excel ence is
embedded across AUT, with staff well-
informed of engagement priorities and
equipped with the capability to build impactful,
strategic relationships
  AUT International’s strategy is led and
delivered in alignment with the University’s
strategic goals, covering international student
recruitment, study abroad, student exchange,
and global academic partnerships.
  AUT International operates as a high-
performing division, known for strategic
alignment, service quality, and effective
relationship management.
  Strong, productive relationships are
maintained with international governments,
education agents, and institutional partners,
supporting enrolment growth, compliance, and
long-term collaboration.
  Engagement activities across domestic and
international portfolios are integrated,
delivering a cohesive global presence that
supports AUT’s reputation and impact.
  Key performance indicators for international
growth, alumni engagement, philanthropic
contributions, and industry partnerships are
met or exceed
Strategic Leadership and Advisory Support to    The Vice-Chancel or receives timely, strategic
the Vice Chancellor
advice on emerging trends, sector risks, and

institutional opportunities at local, national, and
international levels.
  Strategic priorities, initiatives, and programmes
are developed in partnership with the Vice-
Chancel or and advanced through effective
col aboration across the University.
  Matters requiring the Vice-Chancel or’s
attention are prioritised and managed
effectively, with the role taking ownership of
delivery where appropriate.
  Risks and reputational issues are identified and
triaged early, with appropriate mitigation

RESPONSIBILITY
EXPECTED OUTCOMES
strategies implemented to minimise disruption
and maintain trust.
  The Vice-Chancel or is supported in leading the
University through crisis or emergency situations
with coordinated, institution-wide response.
Leadership of the Office of the Vice-   The Office of the Vice-Chancel or is effectively
Chancellor
led and resourced, with sound management of
staff, budgets, and operational activities.
  Sensitive, confidential, and high-stakes matters
are managed with discretion and
professionalism.
  All official communications from the Vice-
Chancel or are strategical y led, quality-assured,
and approved, with media statements and public
messaging aligned to AUT’s values and priorities.
  The Vice-Chancel or’s internal and external
engagement programme is managed to
maximise strategic impact and influence.
  Ad hoc leadership assignments or
responsibilities are taken on as delegated by the
Vice-Chancel or, providing continuity and
institutional leadership as needed.
Institutional  Alignment  and  Programme    Key institutional initiatives such as the Vice-
Oversight
Chancel or’s Leadership Programme, South
Campus, and special projects (e.g. WIPCE,
UniPrep) are successful y delivered and aligned
with AUT’s mission.
  Cross-institutional col aboration is enabled
through engagement with Executive, Council,
and senior leaders to align AUT’s internal
operations with its external positioning.
  The Executive agenda is strategical y coordinated
to support effective governance and progress
institutional priorities.

Te Tiriti o Waitangi
  Champion, contribute  to  and promote
initiatives to enhance the University’s
commitment to Māori and Te Tiriti o Waitangi.
  Deliver services in a manner that is mana
enhancing.
Resource Management
  Financial planning, including budget
preparation, capital expenditure management,
and fiscal administration, is delivered effectively
and supports informed decision-making.
  Ensures the sustainability, and where
appropriate, the growth, of the Division and
their physical, financial, and human resources
  Programmes, services, and activities are
delivered efficiently and effectively within
existing budgets and staffing levels, ensuring
operational reliability and alignment with
strategic intent.

RESPONSIBILITY
EXPECTED OUTCOMES
  Advocates for resources - prepares written
requests for funding, including rationale,
expected outcomes, assessment and
implementation plans
  Works col aboratively to develop, implement
and continuously improve policies, processes
and services to our existing and prospective
student populations.
People Leadership
  A high-trust, inclusive, and respectful culture is

consistently demonstrated across the portfolio,

where staff actively embody AUT’s values of
pono, tika, and aroha in their work and
interactions.
  Staff have a clear understanding of AUT’s vision,
strategic direction, and People & Culture
priorities, with a strong sense of how their
individual and team contributions align with and
support institutional goals.
  Performance expectations are well understood
and regularly reinforced through constructive
coaching, timely feedback, and recognition of
achievements, with performance and
behavioural issues addressed early and
appropriately.
  A psychological y safe, col aborative, and
learning-focused work environment is fostered,
where diverse voices are valued and staff are
empowered to engage and innovate. Leadership
practices consistently model pono, tika, and
aroha.
  Organisational change is effectively led through
a compel ing vision, clear direction, and
responsive support, resulting in staff who are
engaged, adaptable, and confident in navigating
transition.
  Cross-functional col aboration and internal
stakeholder relationships are strengthened,
contributing to improved service delivery and
the successful implementation of continuous
improvement initiatives.
  Staff development is supported through
mentoring and targeted investment to
strengthen leadership, drive career progression,
and build a pipeline of future leaders in
teaching, research, and service.

AUT values of Pono (truth, integrity, reality),    AUT’s values are consistently model ed and
Tika  (ethical  action,  fairness),  and  Aroha
upheld in al  decision-making, communication,
(compassion,  care,  empathy)  guide  how  we
and interactions, creating an ethical and mana-
lead, col aborate, and make decisions.
enhancing workplace.
  Open, honest, and respectful engagement is
fostered, where diverse perspectives are
encouraged and trust is maintained across AUT.

RESPONSIBILITY
EXPECTED OUTCOMES
  All leadership actions and decisions align with
Te Tiriti o Waitangi obligations, equity
principles, and AUT’s commitment to fairness
and inclusion.
  A supportive and inclusive environment is
created where staff and students feel valued,
respected, and empowered to succeed.
  Innovation and positive change are driven
through leadership decisions, policies, and
practices that are aligned with AUT’s mission
and values.
Health, Safety and Wel being
  Health and safety procedures relevant to the

Vice Chancellor’s Office are implemented and
Active contribution to maintaining a  maintained in compliance with AUT SMS.
psychological y and physical y safe and healthy
work environment
  Risks within office operations are proactively
identified, assessed, and managed.
  A culture of health, safety and wel being is
supported within the executive office
environment.
  Al  team members complete required HSW
training and demonstrate competency in
applying safety protocols.
  Liaison with central HSW teams ensures policy
consistency and strategic alignment.
  Incident management processes are fol owed,
and findings are used to strengthen safety
systems.
  Emergency response roles are performed
effectively, supporting continuity and
leadership.

This document covers the broad results expected from the position and wil  form the basis of specific
objectives to be agreed and reviewed on a regular basis.

ORGANISATIONAL CONTEXT | TE HOROPAKI WHAKAHAERE
As per Delegated Authorities
  Roles reporting directly to the Vice Chancelor; Deputy Vice Chancelor, Deans, Assistant
Vice Chancel ors, Pro Vice Chancel ors
Tier 1
Senior Managers, including Deputy and Associate Deans, Heads of Schools, Group
Directors, Directors
Tier 2
Managers including Directors, School Managers, Directors of Institutes/Research Centres  Tier 3
This Role
Tier 1

COMPLEXITY | UAUATANGA
This is a high-autonomy, high-complexity executive role that operates in a dynamic and external y
influenced environment. The Assistant Vice-Chancel or and Head of the Vice-Chancellor’s Office leads
two critical and high-profile portfolios — external engagement (including AUT International and the
AUT Foundation) and the Office of the Vice-Chancel or — both of which directly shape the University’s
reputation, partnerships, income streams, and strategic direction.

The role requires constant balancing of multiple, shifting priorities across stakeholder groups, including
government, industry, alumni, international partners, donors, and internal leaders. The work is largely
unpredictable, with external political, regulatory, and global education sector developments regularly
impacting priorities. The incumbent must exercise significant discretion and independent judgement in
complex, sensitive, and high-stakes situations, including acting on behalf of the Vice-Chancel or in legal,
crisis, or reputational matters.

The position requires advanced decision-making capability under pressure, with minimal supervision.
It involves making informed trade-offs, triaging institutional risks, and advancing opportunities that
affect the whole University. The role demands strategic insight, diplomacy, and agility, along with deep
understanding of the New Zealand and global tertiary education environment. Many decisions made in
this role have long-term reputational, legal, or financial consequences for the University.

The role requires strong political and commercial acumen, exceptional communication skil s, and the
ability to operate with confidence and authority in national and international settings. The incumbent
has broad delegated authority and is expected to act with a high degree of autonomy in delivering on
strategic objectives and supporting the Vice-Chancel or.

AUTHORITIES | MANA WHAKAHAERE
Delegations/Contractual
As per delegated authorities’ policy. The Head of the Vice-Chancel or’s Office wil  have authority to
enter into agreements or contracts on behalf of AUT Vice-Chancellor’s Office budgeted for that year
and approved by the Vice-Chancel or.

Staff
Number of staff directly reporting to this role: 9
Number of staff indirectly reporting to this role: 27
Number of casual staff indirectly reporting to this role: 3

Financial
As per Financial Delegations Policy. Discretionary spending with approved limits, within assigned
areas of responsibility up to a maximum of $250,000 subject to the requirement to report to the Vice-
Chancel or, expenditure over $125,000.

PERSON SPECIFICATION | NGĀ WHAKARITENGA TANGATA
  MANDATORY
DESIRABLE

FORMAL QUALIFICATIONS
  Tertiary qualification in a relevant field e.g.    Degree at Masters level or above in
communications, business.
a relevant field.

KNOWLEDGE & EXPERIENCE
  Experience in contributing to significant strategic

decisions across a large and complex organisation as
part of the Leadership Team.
  Knowledge  of the donor, alumni, community,
industry, government and international education
experience.
  Extensive experience in developing and maintaining
partnerships that deliver strong outcomes.
  Senior stakeholder management experience within a
large complex organisation,  as a champion  of the
organisation’s strategic direction.
  Project management and change management
experience, with the proven ability to develop and
implement strategies in a fast-paced and high-
pressure environment.
  Proven experience in resolving complex issues and
negotiating solutions.
  Demonstrated experience producing high quality
written documentation including reports,
presentations and/or correspondence.
  Experience leading a team of professionals to deliver
outstanding performance.
  Evidence of understanding of Te Tiriti o Waitangi in
relation to their role, and commitment to te reo
Māori and tikanga

SKILLS

  Moves with ease from strategic to tactical
management, translating objectives into practical
action.
  Conceptual thinker. Deals with ambiguity and makes
connections between disparate pieces of information
to understand underlying issues and opportunities.
  Balances innovative and creative thinking with critical
and objective analysis.
  Listens to different points of view and uses judgment
to make and stand by decisions.
  Able to identify and deliver opportunities for
optimizing services.
  Strong negotiation skil s, ability to influence, and
persuade.
  Manages workloads effectively in a changing
environment and accepts responsibility for making
things happen. Has a reputation for delivering on
commitments.
  Can process, integrate and synthesize large amounts
of complex information to deliver excellence in
business planning and budgeting.

  Excel ent communication skil s; conveys information
and ideas accurately and clearly in al  media and in a
way that meets the need of the audience.
  Consistent personal style that builds credibility with
staff, senior leadership, and external suppliers.
  Brings a col egial and col aborative approach to
internal decision making, engaging everyone in the
outcomes.
ATTRIBUTES
  Visionary thinker with strategic foresight

  Self-awareness
  Results orientated with the drive and determination
to succeed
  Common sense, practical results-focused approach
  Fair and impartial with high integrity
  Patience and Perseverance
  A calm approach in dealing with complex situations
and when under pressure
  Strong moral compass and commitment to
transparency
  Strong emotional acumen
  Makes good decisions based on fact and evidence
  Agile and innovative
  A high level of professionalism and diplomacy
  Team player

Document Outline