Auckland Light Rail Board Members

Auckland Light Rail (ALR) will be New Zealand’s largest and most complex infrastructure project. It is the first spine of a wider rapid transit network for Auckland, bringing far-reaching benefits to communities, increasing access across the region and catalysing urban development opportunities across the corridor. Delivering this requires strong leadership alongside the Government and its partners making bold decisions and enduring commitments.

In December 2021, the Government considered the Indicative Business Case presented by the ALR Establishment Unit.1 The Establishment Unit was set up in March 2021 with an inclusive and collaborative governance structure with representatives from central government, (Ministry of Transport, Ministry of Housing and Urban Development, Treasury, Waka Kotahi NZ Transport Agency and Kāinga Ora), Auckland local government (Auckland Councillors, Auckland Local Boards, Auckland Council and Auckland Transport), and mana whenua. It was given a mandate to recommend a preferred way forward on mode and route, improve social licence through community and stakeholder engagement, and consider how the project could be funded and delivered.

The Government has decided to take forward a preferred route and mode option from the Indicative Business Case into the next detailed planning phase. This will inform a final investment decision.

Collaboration has been at the heart of the Establishment Unit’s work to date, and the project’s success requires the strong buy-in and alignment of the parties involved. The Government intends to continue to build strong and collaborative relationships through the next phase and appoint a skills-based board (the ALR Board) to transition from the current representative board.

The ALR Board will drive the detailed planning phase and transition the project through to a formal legal entity by the end of 2022.That entity will be responsible for overseeing the completion of the detailed planning and the delivery of the project following a final investment decision. The ALR Board will endure through the phases of the project, continuing to be the responsible board once the new legal entity is stood up.
Key activities that must take place in the detailed planning phase include:

• detailed business case advice, progressing the Government’s preferred mode and route

• an integrated urban development and transport approach

• technical assessments and design• master planning and infrastructure assessments

• consent, procurement and land acquisition strategies

• funding and financing package options including value capture

• coordinating across a range of local and central government partners

• ongoing community and stakeholder engagement.

The ALR Board will govern and be supported by the ALR Unit, which comprises staff from across central and local government agencies involved in the ALR project. The ALR Board will have overall responsibility and oversight for delivering advice to Government on how to progress ALR.

Key responsibilities include:

• Overseeing the development, and delivery of, an integrated urban development and transport business case for the ALR project.

• Ensuring the outcomes sought through the ALR project are achieved through the ALR Unit’s work programme and partnership agreements, including ensuring the project links with other key infrastructure projects in Auckland.

• Leading the management and oversight of risk and assurance for the project, and providing assurances to Government Sponsors that the project is on track and well managed.

• Monitoring the ALR Unit’s administration and spending.

• Appointing the Project Director for the ALR Unit and overseeing their performance.

• Supporting and enabling the project’s wider governance arrangements to ensure collective interests are considered throughout the detailed planning phase.

• Working with Central Government agencies on the policy work programme that includes development of the entity form for the next stage of the project, funding and financing, and determining the final ownership of the assets created.

• Leading and facilitating broader stakeholder engagement to build social licence and community engagement for the project.

The ALR Board will consist of between five and seven members appointed by Government Sponsors for the ALR Project (the Minister of Transport, Minister of Finance and Minister of Housing). In making these decisions, Government Sponsors will consult with the other project Sponsors, representatives from Auckland Council and mana whenua.

The ALR Board will have a direct line of accountability to the Government Sponsors. Appointments will be for a period of at least two years, with skills and competencies being revised as the project progresses through each phase. Nonetheless, some extent of continuity of board membership is expected across the phases of the ALR project.

The exact levels of remuneration are still to be determined. Members will be remunerated at a daily rate.

The ALR Board requires a full range of competencies across members to be effective. To be considered, candidates must be experienced directors, infrastructure executives, or community leaders and possess competencies which complement other board members.
The successful Chair will be the Senior Responsible Officer for the project, and need to be able to demonstrate most, if not all, of the below attributes in addition to skills sought across the Board membership – preferably from an infrastructure context:

• leadership: demonstrated experience taking responsibility for effective operations, projects and/or entities. You should be able to demonstrate the levels of oversight and leadership required to deliver a Business Case that meets the outcomes sought through the Project, relationship management of the highest standard, and be a champion of the project

• governance: you have significant governance experience (preferably in both the public and private sectors), including experience as a Chair, and will be able to ask the right questions of management, distinguish between governance and management, and understand and perform governance functions

• an understanding of Government processes: this includes the ability to work with Sponsors to problem solve, and navigate issues across the political environment. You should also have an understanding of the political and social context and relationships within which Central Government and Auckland Council are required to operate

• strategy and culture: contributes to and drives strategy formulation, direction, implementation and communication for the project. Be able to lead a constructive culture within the ALR Unit that is open with Ministers and central agencies, and is a strong partner to mana whenua

• able to diplomatically navigate complex operating environments and competing interests to deliver results: this includes being able to manage challenging priorities across multiple agencies and the Auckland region, political and public policy factors, and mana whenua. Having strong established networks and political acumen is a key consideration

• solutions focussed: have experience in managing difficult and/or contested issues and being able to work as part of a team towards achieving constructive outcomes

• an understanding of and respect for the impacts the Treaty of Waitangi has in delivery of key Government priorities: and places a value on and knows how to incorporate te ao Māori into project design, delivery and decision making

• experience of proactively managing and/or fronting challenging issues to various customers and shareholders: this includes Ministers, Councillors, local board members, mana whenua, media, stakeholder groups and members of the public.

Across all members, Project Sponsors are looking for individuals with a range of technical, policy, commercial and social attributes. Successful candidates should demonstrate more than one of the following competencies

General

• governance: you have significant governance experience (preferably in both the public and private sectors) and will be able to ask the right questions of management, distinguish between governance and management, and understand and perform governance functions

• strategy and culture: contributes to strategy formulation, direction, implementation and communication for the project

• legal: understanding of legal frameworks in which a director and the organisation has to operate within

• local knowledge: an understanding of Auckland and New Zealand’s transport and urban development systems, demonstrating an appreciation for the context in which the project is taking place and how the benefits can be realised

• te ao Māori: understanding of and respect for the impacts the Treaty of Waitangi has in delivery of key Government priorities and places value on and knows how to incorporate te ao Māori into project design, delivery and decision making

• solutions focussed: have experience in managing difficult and/or contested issues and being able to work as part of a team towards achieving constructive outcomes

• judgement and critical thinking: demonstrated experience of exercising judgement and critical thinking. In addition, you should be an active listener, open thinker, and be able to draw from your own personal experiences to contribute towards discussions at the Board table

• an ability to work collaboratively to reach consensus: you accept the need for collective responsibility for the final decision reached. You are also able to demonstrate an understanding of the individual and collective duties Boards possess, while respectively and constructively evaluating each other’s personal views on a matter.

Technical

• major infrastructure business case development: experience in delivery or oversight of large business cases, alongside an understanding of Treasury business case and gateway review procedures

• major infrastructure project oversight, planning, design, delivery and operating: experience in planning, designing, setting up, overseeing, delivering and/or operating major infrastructure projects (ideally including light rail, light metro and other mass transit modes), particularly those that require new or innovative ways of working. The successful candidate must be able to demonstrate knowledge of the lifecycles of large infrastructure assets, and their ability to respond to population needs over time; as well as low-emissions construction methodologies

• integrated urban development and transport planning: an understanding of how public transport systems link with the wider urban environment. This includes enabling housing and urban development, unlocking commercial opportunities and better connecting communities• urban design, land use, infrastructure planning: understanding of the value of taking an integrated approach to transport investment, land use change and urban development outcomes. This includes an appreciation of the contribution that increased density, transit oriented development, high quality urban design and placemaking can make alongside infrastructure investment to social, economic and environmental wellbeing as well as to community cohesion.

• emissions reduction: knowledge of the system changes that will be necessary for New Zealand to meet its 2050 zero carbon target, including through the transport and/or housing systems, low-emissions construction methodologies, mode shift from private vehicles to other modes, and harnessing of emerging climate-related technologies.

Commercial

• large scale procurement: experience with negotiating and/or procuring large scale contracts.

• consenting and acquisition: deep experience in overseeing consenting processes and land acquisition strategies. A strong understanding of the Resource Management Act 1991, and other legislative levers for enabling urban development and delivering infrastructure projects at scale

• finance, investment and financial assurance: understanding and experience with public funding mechanisms for large projects, investment funding models, and benefits realisation.

• at least one individual will need to be possess proven audit and risk experience

• commercial acumen: a working knowledge of business operations, and the factors that determine the performance of the company including people, finances, processes, and strategy. Commercial connections to Auckland businesses will be an advantage.

Policy and Social

• public sector (local and central government) expertise: a working knowledge of central and local government operations and processes, with political acumen, and a demonstrated history of working to deliver government priorities

• it is desirable for at least one member to have direct experience working with and on behalf of mana whenua and mataawaka in Auckland to represent and advance the interests of Māori• stakeholder expertise, including public consultation: experience engaging with a range of stakeholders, networking, and managing a multitude of relationships in and out of the sector. This includes co-directors, management, employees, key individuals, and Māori. Experience of consulting with communities, and both exploring and drawing on feedback in making decisions will be important.

• community leadership: deep experience in working with local communities, particularly those within the City Centre to Māngere urban corridor. An understanding of the various socioeconomic and behavioural effects is desirable.

Applicants of all cultural backgrounds are invited to express an interest.

To apply for the position of Chair or Board member on the ALR Board, please send a copy of your CV and Cover Letter to info@kerridgepartners.com by 9:00am on Monday 28 February 2022. Kerridge & Partners have been engaged by the Ministry of Transport to conduct the search for prospective candidates and assist throughout the appointments process. If you would like to have a confidential discussion about the role, or seek further information please contact Jayne Atherton on 027 801 1792.

Please note that the Government Sponsors for this project are interested in this Board being established as soon as possible, with the appointment of the Chair as well as at least one individual who possesses a credible voice with mana whenua being prioritised.

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Please note that as part of the applications process, information relating to your application will be shared by the Ministry of Transport, Ministry of Housing and Urban Development, Treasury (the agencies responsible for providing information to Crown Sponsors), and Kerridge & Partners.

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