Experience

Presbyterian Support Northern

• New Zealand
• Non-profit Organizations
• 100 - 200 Employee

• GM HEALTH & DISABILITY (ENLIVEN)

  • 2020 - Present

  Key Result Areas:• Lead the Enliven organisation which aims to maximise the independence of older people and those with disabilities or injuries through home support and community services - 4 direct reports, 500 staff, 2600 clients on average per month.• Work with GM Maori, Kaitakawaenga and the Hau Kāinga roopū to ensure services are provided appropriately including weaving te ao Māori throughout Enliven’s ways of working.Achievements:• Drove the development and trial of a new service offering for Enliven services focused on Dementia which is privately funded (by users) and established the basis of a service to attract government funding• Presented a discussion paper on opportunities for Dementia services for Enliven to the Board and gained approval to development opportunities to business case stage.• Business case for pilot private Dementia service (one on one Health Professional care in the home) approved by Board at the end March 21. Pilot began May 22.• Developed new reporting suite for Management team and Board reporting.• Implemented a new Client Management System (eCase system) which went live within the first 8 weeks in the role following an 18-month development drift. Go-live process staged by site and completed by mid-May 21.• Implemented a Health and Safety strategic risk mitigation plan including lone worker panic devices, manual handling training programme, HSRs across all services working to remove and mitigate risk.• Achieved outstanding results in the Health Sector Standard Audit, including highest rating for our integrated Level 3 Enliven developed training programme.• Implemented Support Worker mentors to better train support workers (SW) and supervise and assess SW performance.• Individualised Funding service now second largest in NZ with 1800 clients.• Developed and in the process of implementing the Enliven Maori Health Plan.• Restructure of Rostering function, establishment of regional focus and new triage roles. Show less

• CHIEF OPERATING OFFICER/DEPUTY CHIEF EXECUTIVE

  • 2019 - 2020

  Key Result Areas:• Act as the right hand to the CEO and key member of the Leadership Team.• Lead a team of functional leaders in Information Services, Human Resources, Health and Safety and Wellbeing, Finance and Contract and Relationship Management – 6 direct reports, 31 indirect reports.• Drive a streamlined, cohesive Corporate Officer Service to the wider organisation.• Operationalise PSN strategy including embedding the vision and values into the PSN culture.• Implement the organisation’s change agenda.• Achieve operational efficiencies. Achievements:• Recruited 5 leadership positions providing direction and support to their development• Led Wellness Strategy for the organisation.• Established Employee Engagement process including flexible working processes and annual leave purchase scheme, working from home process.• Led strategic remuneration review process.• Set up independent employee issue resolution service.• Provided executive input to the Finance and Audit committee, Investment Committee and Board Meetings including responsibility for Board financial and balanced scorecard reporting.• Led Health and Safety strategic review and implementation of panic button technology for Lone Workers, Root Cause Analysis incident reviews, H&S representative re-establishment and structure.• Led development of an IS roadmap which gave organisational oversight to IS projects and enabled additional resource to be employed to fast-track development. • Exceeded our Corporate Office savings targets including negotiation of an improved telecommunication service.• Worked in partnership with a lower decile school to establish an intensive unit (Riroriro) for working with at risk 5 and 6 year olds to allow successful integration into mainstream classrooms.• Established a strong, credible and joined up back office function who are client focused. Show less



Presbyterian Support Northern

• Acting Chief Executive Officer

  • 2017 - 2017

  Key Result Areas:• Lead the organisation creating an environment of trust, unity, empowerment and innovation.• Operational management of the services of the organisation to ensure excellence for our clients, improved outcomes and value for money for funders. • Lead PSN’s success in obtaining, extending and renewing services including leading tender submission process.• Working with General Managers to create effective and enduring relationships with partners, funders, other stakeholders and staff.Achievements:• Budget setting for 2017/18 Financial year.• Realigned the focus of the organisation towards the new strategic plan. • Annual Plan establishment and ratification for the 2017/18 Financial Year.• Supporting new GM Finance to manage significant tensions within finance processes and the team functionality.• Progressed the IS RFP and systems implementation. Show less

• General Manager Development

  • 2014 - 2017

  Key Result Areas:• Reporting to the CEO and an executive member of PSN Leadership Team. Lead 7 direct reports and 6 indirect reports. • Lead and champion service development, business improvement and change management• Lead and operationally manage Family Works Resolution Service (supplier of Family Dispute Resolution Services), Service and Evaluation team including overseeing outcome measurement framework (RBA), and Information Services team• Obtain, extend and renew services including leading tender submission process• Provide acting responsibility for CEO and GM Finance in their absence.Achievements:• Successfully established Family Works Resolution Service - 52% market share in the region including 80% in Northland and 60% in Gisborne.• Moved the FWRS service from a significantly loss producing service to one which contributes a good surplus ($130k) to the organisation.• Successfully tendered for a number of new services including Home and Community Support Services for BOP DHB, Parenting in Prison for Dept. of Corrections, Parenting through Separation for Ministry of Justice.• Managed the Out of Gate service across the country • Led the establishment of the Parenting in Prison service and operational management of the contract until transferring it as an established function to Family Works in late 2016.• Established 2 new social innovation projects - Painting Moerewa and Blanket and Uniform Bank Mt Roskill• Led the establishment and operation of the Family Works Family Violence Prevention advocate work in secondary schools until transfer to SHiNE in mid-2016.• Led the establishment and operation of the Service and Evaluation team incorporating Family Works, Shine and Enliven functions.• Ran focus group work to establish the organisation’s needs and wants with regards to IS requirements which provided the basis for the new organisation information services strategic plan.• Led the IS team including establishment of IS governance processes. Show less



Auckland District Health Board

• Auckland, New Zealand

• SERVICE MANAGER, CARDIOVASCULAR SERVICES and AMBULATORY SERVICES

  • 2009 - 2014

  Key Result Areas: • Management of 500 FTE; Budget responsibility - $132 million (Cardiovascular). • Management of 8 direct reports and 287 indirect reports; Budget responsibility - $43 million. • Strategic Planning to enhance and improve service provision including patient safety, access and involvement. Achievements: • Reduced reliance on outsourced capacity by over 50% thereby improving financial position by $600k ytd. • Ensured all patients were assessed and treated within the government waiting list time frames of 4 months. • Negotiation of service-related arrangements with neighbouring DHBs and funders including maintenance of the afterhours PCI regional arrangement, improving Northland population access to Cardiology and Vascular services. • Achieved a significant increase in revenue through providing Cardiac Surgery services to Waikato DHB while their service was struggling – impact $2million. • Increased Ophthalmology Surgical capacity to meet organisations’ strategic requirement to treat more elective surgery patients within 6 months of referral – an increase in discharges by 44% . • Lead and sponsored Lean Six Sigma Process improvement projects. • Worked with staff and union to obtain agreement around junior medical staff roster and salaries . Show less