Experience

Te Aho o Te Kahu, Cancer Control Agency NZ

• Manager, Quality Improvement

  • Nov 2020 - Present

  In this role I am responsible for: Leading the strategic direction, prioritisation and planning of the quality improvement (QI) programmes of work for Te Aho o Te Kahu Ensuring all programmes of work reflect Te Aho o Te Kahu responsibilities to the priority of equity and meeting Treaty obligations Leading the quality performance indicator programme (QPI) incorporating the public reporting of cancer specific QPIs to improve the quality of cancer services and therefore achieve better outcomes for people diagnosed with cancer. Examples of projects within this programme include: - the bowel, lung, prostate, pancreatic and breast cancer QPI projects - the universal QPI project - QPI recalculation projects Identifying where new data is needed to support QI activities and work with other teams/agencies to access those data Leading and developing communications and implementation avenues for the outputs of the QPI programme Developing and implementing a strategy and action plan for cancer diagnosis and treatment QI activity Developing effective working alliances with cancer diagnosis and treatment providers to use national, regional and local data to identify where QI activity is needed Monitoring international approaches to cancer control QI to identify and apply those that may be useful in the Aotearoa, New Zealand context Identifying strategic and innovative implementation opportunities and linkages, overlaps and synergies with other relevant QI work programmes in Te Aho o Te Kahu, the Ministry of Health, Health NZ, the Māori Health Authority and beyond, and recommending actions Building collaborative and positive relationships across Manatu Hauora-Ministry of Health, Te Whatu Ora-Health NZ, Te Aka Whai Ora-Māori Health Authority, the wider health sector, government and other external stakeholders Show less



Health Quality & Safety Commission New Zealand

• New Zealand
• Hospitals and Health Care
• 1 - 100 Employee

• • Jul 2019 - Nov 2020

  Managing the Commission's national trauma quality improvement programme and working alongside the National Trauma Network.

• • Jul 2018 - Jun 2019

  Maternity leave

• • Jul 2016 - Jun 2018

  Accountable for the national Reducing Harm From Falls and Preventing Pressure Injuries quality improvement programmes, both with all 20 DHBs.

• • Aug 2014 - Jul 2016

  Managing three national programmes of work: Infection Prevention and Control, which includes the hand hygiene New Zealand project across all 20 DHBs and the surgical site infection improvement project across all 20 DHBs; Safe Surgery, which involves working with DHB and private surgical hospital surgical teams to improve teamwork and communication (as these are found to contribute to 50% of surgical serious adverse events); and the Deteriorating Patient, which involves working with DHB clinical and nursing teams to ensure appropriate rapid response systems and reduce undetected deterioration in adult inpatients.The role includes managing a team of 7-10 (depending on the programme phase) and working with clinical leads and expert advisory groups to guide and drive the design and implementation of the programmes. Also involves working with the Board and Ministers to ensure appropriate decision making and communications. Show less

• • Jul 2013 - Jul 2014

  Programme Manager for the HQ&SC Patient Safety Campaign, which launched on 17 May 2013 and runs until end June 2015. The campaign is aimed at reducing and preventing patient harm from falls, healthcare associated infections, surgical errors and medication errors.The Commission is working closely with District Health Boards to design and implement the campaign, with the first topic being falls (May - Oct 2013). Subsequent topics are: HCAIs - Surgical Site Infections (Oct 2013 - March 2014), Perioperative Harm (April - Sept 2014) and Medication Safety (July - Dec 2014). Show less

• • Sep 2012 - Jun 2013

  Programme Manager for the HQ&SC Patient Safety Campaign, which is in the early stages of development (scope and approach yet to be fully agreed) but will be aimed at reducing patient harm in hospitals in four areas: medication, surgery, healthcare associated infections and in-patient falls.



Francis Group Consultants

• United Arab Emirates
• Advertising Services
• 1 - 100 Employee

• • Nov 2004 - Jun 2013

  I worked for Francis Group from November 2004 until June 2013 - both in New Zealand and the UK.In the UK I worked for:- The Department of Health (healthcare associated infections prevention and control programme)- Mid Essex Hospital Trust (strategic planning)- Imperial College NHS Trust (adult discharge policy and bed management planning)- Tower Hamlets Primary Care Trust (general practice productivity improvement)In NZ I've worked for:- The Health Quality and Safety Commission (Patient Safety Campaign)- The Tertiary Education Commission (programme and project managment)- The MInistry of Health (Mental Health Information Strategy)- The New Zealand Health Information Service (NHI Geocoding and Address Validation Strategy)- The Accident Compensation Corporation (GP pilot projects). Show less

• • May 2008 - Jun 2011

  Establishing Francis Group UK:• Leading client-based projects as required• Establishing relationships and client network• Providing Quality Assurance across all Francis Group projects• Leading business development in the health and education sectors• Ensuring client satisfaction• Managing a team of seven London-based consultants• Managing the sales pipeline for the team.



Tertiary Education Commission

• New Zealand
• Education Administration Programs
• 300 - 400 Employee

• Investment Round Coordinator

  • Mar 2012 - Sep 2012

  Coordinating the 2013-14 investment round - i.e. the Commission's investment of its Vote Tertiary Education in universities, institutes of technology and polytechnics, wananga, industry training organisations and private training establishments for the 2013 and 2014 academic years. The focus of my role was to work across the organisation to ensure that the work to carry out the 2013 investment round is appropriately aligned and coordinated and delivered on time. My key task was to ensure that the Investment Plan Steering Group brings together the appropriate information in a timely manner in order to make funding recommendations to the TEC's Board of Commissioners – i.e. strategy inputs, investment inputs and system inputs are coordinated and managed so that funding decisions and allocations can be made appropriately and on time. Show less



Mid Essex Hospitals

• Hospitals and Health Care
• 300 - 400 Employee

• Project Manager

  • Dec 2010 - Mar 2011

  Developing the Mid Essex Hospital Services NHS Trust Organisational Strategy, 2011 – 2015: • Consulted with more than 180 stakeholders (internal and external) within a 6 week timeframe to draft and refine the strategy • Worked to the Hospital Board and Executive Team to develop and agree the Organisational Strategy. Developing the Mid Essex Hospital Services NHS Trust Organisational Strategy, 2011 – 2015: • Consulted with more than 180 stakeholders (internal and external) within a 6 week timeframe to draft and refine the strategy • Worked to the Hospital Board and Executive Team to develop and agree the Organisational Strategy.



Imperial College Healthcare NHS Trust

• United Kingdom
• Hospitals and Health Care
• 700 & Above Employee

• Project Manager, Nursing Directorate

  • Oct 2010 - Dec 2010

  Developing the Adult Discharge Policy for Imperial College Healthcare NHS Trust: • Reviewing current discharge and bed utilisation practices and developing ‘quick win’ proposals, such as a requirement for daily patient review, improved ward boards, criteria-led discharge and improved to take away (TTA) drug processes • Developing medium to long term proposals, such as improved processes for the repatriation of patients to their ‘home’ acute trust as soon as medically fit for transfer, and improved community health and social care referral processes • Project planning and management aspects, including reporting to and managing the development of papers for the Bed Utilisation Project Steering Group • Drafting a revised Adult Discharge Policy to a stage suitable for internal and external consultation. Show less



Higher Education Funding Council for Wales

• United Kingdom
• Higher Education
• 1 - 100 Employee

• Project Manager

  • Aug 2010 - Dec 2010

  Managed the coordination and drafting of the inaugural SE region Higher Education Provision Strategy with the seven higher education providers (Universities, Polytechnics, Industry Training Organisations and Private Providers) in the region: • Managed the establishment of working (trusting) relationships between competitive providers • Established and coordinated the project steering group • Managed project deliverables including project timelines and reporting to HEFCW. Managed the coordination and drafting of the inaugural SE region Higher Education Provision Strategy with the seven higher education providers (Universities, Polytechnics, Industry Training Organisations and Private Providers) in the region: • Managed the establishment of working (trusting) relationships between competitive providers • Established and coordinated the project steering group • Managed project deliverables including project timelines and reporting to HEFCW.



Tower Hamlets PCT

• IT Services and IT Consulting
• 1 - 100 Employee

• • Jan 2010 - Jun 2010

  Led the project aimed at supporting four previously separate GP practices to coordinate and share service provision and back office functions:• Worked with the network project steering group and board (consisting of clinical and practice management representatives) to design and plan the programme of work• Developed the network’s disputes resolution process, risk management process, patient and stakeholder communication and engagement plan, the board’s terms of reference, the network’s business plan and the network’s strategic plan• Facilitated design workshops and focus groups to develop each process, continued the development via a ‘trial and error’ testing and refinement process and supported the roll out and training of key staff in the utilisation of the new policies and processes. Show less

• • Jul 2009 - Dec 2009

  Led the project aimed at supporting a newly independent GP practice (previously the practice was managed by the Primary Care Trust) to establish their leadership team and business management processes and strategic plan:• Established the leadership team, with clinical (GP and nursing) and practice management representation• Designed the team’s terms of reference, which included establishing the business process behind decision-making, managing risks and issues, and monitoring both staff and overall practice performance• Designed the practice’s short and long term business and strategic plan• Facilitated Leadership Team meetings and training and staff development sessions. Show less



UK Department of Health

• United States
• Medical Practices

• Project Manager, HCAI Prevention and Control Programme

  • Jan 2009 - Jun 2010

  Managed multiple HCAI Prevention and Control projects: • Consulted and worked closely with clinical experts to revise, update and design new best practice guidelines and care bundles aimed at supporting acute and non-acute trusts to prevent and control the incidence of HCAIs • Presented drafts and project progress at internal knowledge sharing and training forums • Consulted with national expert or representative groups, such as the Advisory Committee on Antimicrobial Resistance and Healthcare Associated Infection, the Hospital Infection Society, the Royal College of Nurses, the Association of Medical Microbiologists and the Infection Prevention Society • Managed user-testing within acute trust wards • Outputs included: the Clostridium difficile High Impact Intervention, the Isolation Best Practice Guide, the Chronic Wounds High Impact Intervention and the Antimicrobial Best Practice Guide for the Pre-hospital and Ambulance Sector • Also managed multiple projects aimed at improving current or harvesting new knowledge to support acute and non-acute trusts to prevent and control the incidence of HCAI, such as a review of the role of the Director of Infection Prevention and Control and the development of 15 HCAI Prevention and Control Case Studies (written in conjunction with the healthcare provider organisations) aimed at promoting and sharing knowledge about successful HCAI prevention and control practices between providers. Show less

• • Jul 2007 - May 2008

  Managing the Directorate Establishment Project:• Working with the teams that made up each directorate to establish standard operating procedures and business processes; appropriate reporting mechanisms; assisted with recruitment and ensured that the teams understood their relationships with each other, the wider TEC, and organisations that they were accountable for working with and commissioning services from• Working within the directorate and the other TEC directorates to develop an understanding of their relationships with the other education agencies, such as the Ministry of Education and the New Zealand Qualifications Authority• Stepping into the Acting Director role as required. Show less

• • Jul 2006 - Jun 2007

  Managing the Tertiary Reforms Programme:• Coordinating 10 workstreams within the TEC, each led by project managers and/ or subject matter experts• Working across the Commission to ensure that all relevant parts had appropriate input into solution design and implementation, e.g. strategic policy groups, operational policy groups, legal teams and information technology teams• Coordinating TEC’s work programme with that of the other agencies responsible for delivering aspects of the programme – i.e. the Ministry of Education and the New Zealand Qualifications Authority• Managing the programme Steering Group, including quality assuring decision papers, and reporting on progress, risks/ issues and ad hoc queries to the Steering Group, cross agency management groups and the Minister as required• Coordinating the programme’s Ministerial and Cabinet accountabilities• Working with the Minister for Tertiary Education’s Advisors to ensure that the Minister’s needs were met• Working with other programme teams, such as the TEC Review programme team and the IT programme team, in order to ensure that the TEC’s overarching change programme was successfully delivered. Show less



Ministry of Health New Zealand

• New Zealand
• Government Administration
• 700 & Above Employee

• Senior Policy Advisor, New Zealand Health Information Service

  • Jul 2005 - Jun 2006

  Developing the national Health and Disability Sector Address Validation and Geocoding Strategy: • Project planning and managing all project documentation and ensuring delivery within timeframe and budgetary constraints • Engaging and consulting with internal and external stakeholders • Undertaking current state and future need analysis and change programme feasibility studies • Managing the internal Ministry of Health process around the development of public and strategic documents. Developing the national Health and Disability Sector Address Validation and Geocoding Strategy: • Project planning and managing all project documentation and ensuring delivery within timeframe and budgetary constraints • Engaging and consulting with internal and external stakeholders • Undertaking current state and future need analysis and change programme feasibility studies • Managing the internal Ministry of Health process around the development of public and strategic documents.



Accident Compensation Corporation, New Zealand

• Project Manager, Innovations Team, Healthwise

  • Jan 2005 - Jun 2005

  Managed the development and implementation of the Quality and Access Pilots: • Project planning and scope refinement in order to maximise success • Working across multiple divisions of the Corporation • Internal and external consultation and communications • Qualitative and quantitative data analysis • Successfully managing Legal and Procurement processes, including negotiations with external stakeholders, which resulted in engaging approximately 700 GP Practices, Radiologists, Non-Government Organisations and Maori service providers • Managing an Interdepartmental Steering Committee, an Internal Steering Group, the project team and subject matter experts • Reporting to the Minister and seeking Cabinet decisions. Show less

• Project Manager, Mental Health Directorate

  • Jan 2004 - Dec 2004

  Developing the national Mental Health Information Strategy: • Managing the expectations of both internal and external stakeholders • Developing a communication plan for the Strategy • Establishing and managing an Advisory Committee made up of 10 external mental health stakeholder representatives/experts • Developing a Mental Health Information Strategy – Key Directions Discussion Document in order to promote debate in the mental health sector around the proposed vision, purpose, objectives and key tasks/directions of the Mental Health Information Strategy • Undertaking mental health sector wide consultation in the form of interviews, focus groups and public meetings • Analysing submissions on the Mental Health Information Strategy – Key Directions Discussion Document and writing a Summary of Submissions document • Managing the internal Ministry of Health process around the development of public and strategic documents. Show less



Department of Helath and Ageing, Australia

• Project Manager, Rural Health Team, NSW Branch

  • Mar 2002 - Feb 2003

  Responsible for managing multiple rural health projects in the Mid Western and Illawarra Regions of New South Wales: • Building relationships with service providers and various stakeholders, State Government Representatives and with liaisons in the Commonwealth Government Central Office in Canberra • Providing advice on Commonwealth Government Health Policies to rural community groups, stakeholders, health service providers, State Government groups and other relevant parties • Consulting with community groups in order to implement Government policies appropriately in the local setting • Acting as a support officer for funding applicants • Developing and reviewing service plans and funding agreements, and monitoring project budgets and payment schedules. Show less