The NSW Department of Planning, Industry and Environment exists to make lives better by making NSW a great place to live and work. As Director of Strategic Planning and Governance, I have been appointed to strengthen governance frameworks within the newly amalgamated department, supporting both internal staff and Government corporations. My current focus in on the creation of a strategy and operating model to streamline and enhance governance practices, working with senior stakeholders, project teams and shared resources to meet targeted objectives.• Created strategy for a ministerial corporation to improve governance, financial management reduce risk and improve financial management, working collaboratively across the business to define purpose;• Progressing strategy through final development phase, managing associated governance, procedures, policies and delegations.

Serving as Group Director, Customer and Systems, and Acting Executive Director as required, I led a complex program of reforms across customer, technology and legislation that modernised the department’s systems and ways of working. As a member of the executive team, I developed and implemented a three to five year strategic business plan and led the Department’s inaugural customer service and digital strategies. During this period, I managed a multimillion-dollar revenue line and OPEX/CAPEX budgets, on target project delivery and provided leadership to a team of 160 multi-disciplinary customer and business services staff. I also served on a number of committees, including Chair of the Crown Lands People Committee and the Crown Lands ICT Refresh Steering Committee.• Led required changes to enable the Department to operate under the new Crown Land Management Act, contributing to the delivery of the Premier’s Priority of “Government made easy”;• Strengthened governance and compliance by creating a simplified valuation methodology for the $22BN Crown estate encompassing 40% of NSW land and 550,000 land parcels;• Led on time and budget modernisation of Crown Land systems as Project Sponsor, replacing 1990s legacy systems to launch in April 2020 amid the COVID-19 crisis, shifting employee training online;• Secured ~$12M in rent relief to help customers experiencing hardship during 2019/20 as a result of droughts, bushfires and the COVID-19 pandemic;• Improved staff engagement for 3 consecutive years through clear direction, purpose, communications and consultation.

Appointed A/Executive Director – Crown Lands, I provided stability to BAU while continuing to drive significant reform. Providing a safe pair of hands during the recruitment period, I led planning to establish the Lands and Water Group, and business planning for Crown Lands, ensuring agreed strategies continued to be implemented during the transition. Throughout, I provided leadership to team of 450+ spanning 17 locations in NSW and re-built relations with customers and stakeholders, ensuring transparent communication, extensive consultation and improved motivation to deliver the required reforms.• Reinvigorated project delivery to deliver new legislation in 2018, maintaining senior stakeholder support by prioritising initiatives and resetting timelines;• Improved employee motivation, accountability and engagement to maxims the benefits realisation of robust planning, scheduling and management.

Appointed Energy Manager, I led the set-up the energy efficiency program, and in 2011, progressed to establish a centrally managed function for improvement initiative. With a focus on reducing costs and improving value for money, I contributed to the local business planning process and overarching strategic plan, rallying a direct team of ~40 and project teams of up to 100 across execution. A business partnering role, I provided key skills in business analysis, organisational change management, project management and business improvement.• Delivered a 7-figure per annum saving in electricity expenditure, transforming the organisation’s strategic and cultural approach to energy management and greenhouse gas reduction;• Reduced risk while improving customer and environmental outcomes via safety, environment and quality management systems and ISO standards;• Enabled change to Hunter Water’s GIS and upgrade of Hunter Water’s Standard Operating Environment, leading the Information Management Strategy and related change programs;• Facilitated sale of subsidiary Hunter Water Australia, developing the asset recycling strategy.

Joining the RLMC, I was responsible for leading marketing and the allocation process of strategic government owned sites, including decision-making frameworks, Cabinet approval for funding and on target project delivery. Throughout, I provided leadership to project teams of internal, consultants and Government agency staff, and engaged commercial, legal, planning, technical and probity advisors, and project committees.• Contributed to improvements in employment prospects, investment and economic prosperity of the people of NSW and the Hunter, leading internal calls for proposals for vacant land;• Managed the allocation of 140ha of vacant land for a 66mtpa coal terminal and negotiation of a 42-month Agreement for Lease and 35-year Lease with successful proponent;• Developed the Draft Master Plan and Illustrative Land Use Plan for Newcastle’s Intertrade Industrial Park, and marketing campaign for 150ha former steelworks site.